Director of National Parks - Department of the Environment · The Director of National Parks Annual Report 2015-16 by the Director of National Parks is licensed under a Creative

Director of N

ational Parks | Annual Report 2015-16

Director of National ParksAnnual Report 2015-16

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Director of National ParksAnnual Report 2015-16

2 DirectorofNationalParks|Annual Report 2015-2016

Acknowledgement of traditional owners and countryWeacknowledgethetraditionalownersofcountrythroughoutAustraliaandtheircontinuingconnectiontoland,seaandcommunity.

Wepayourrespectstothemandtheirculturesandtotheireldersbothpastandpresent.

©DirectorofNationalParks2016

ISSN:1443-1238(Print) ISSN:2204-0013(Online)

TheDirectorofNationalParksAnnualReport2015-16bytheDirectorofNationalParksislicensedunderaCreativeCommonsAttribution3.0AustraliawiththeexceptionoftheCoatofArmsoftheCommonwealthofAustralia,governmentagencylogos,contentsuppliedbythirdparty,andallimagesdepictingpeople.Forlicenceconditionssee:creativecommons.org/licenses/by/3.0/au/.Allreasonableeffortshasbeenusedtoidentifythirdpartycontentusing‘©organisation’.

Thisworkshouldbeattributedinthefollowingway(use“Source:”iftheworkisreproducedwithoutanychanges;use“Basedon”iftheworkisadaptedoraltered):

Source/Basedon:DirectorofNationalParksAnnualReport2015–16bytheDirectorofNationalParks[2016]licensedunderCC-BY3.0AU.Originalavailableat:environment.gov.au/resource/annual-report-2015-16-director-national-parks

DirectorofNationalParksAustralianbusinessnumber:13051694963

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Letter of transmittal

TheHonJoshFrydenbergMP MinisterfortheEnvironmentandEnergy ParliamentHouse CanberraACT2600

DearMinister

AstheaccountableauthorityfortheDirectorofNationalParksIampleasedtopresenttheannualreportontheactivitiesoftheDirectorofNationalParksforthereportingperiodending30June2016inaccordancewithsection46(1)ofthePublic Governance, Performance and Accountability Act 2013(PGPAAct).

TheDirectorofNationalParksAnnualReport2015-16hasbeenpreparedinaccordancewiththePGPAActandincludes:

• theannualfinancialstatementsfortheAustralianNationalParksFund,includingthemattersrequiredbythePublicGovernance,PerformanceandAccountability(FinancialReporting)Rule2015

• themattersrequiredbythePublicGovernance,PerformanceandAccountabilityRule2014forthereportingperiod

• themattersrequiredbytheEnvironment Protection and Biodiversity Conservation Act 1999.

InaccordancewiththeCommonwealthFraudControlFramework,astheaccountableauthorityfortheDirectorofNationalParksIhavetakenallreasonablemeasurestoprevent,detectanddealwithfraudrelatingtotheDirector.Iamsatisfiedthatthisagencyhaspreparedfraudriskassessmentsandimplementedfraudcontrolplans,hasinplaceappropriatefraudprevention,detection,investigation,reportinganddatacollectionproceduresandprocessesthatmeetthespecificneedsofthisagency,andhastakenallreasonablemeasurestominimisetheincidenceoffraudinthisagencyandtoinvestigateandrecovertheproceedsoffraudagainsttheagency.

SallyBarnes DirectorofNationalParks

13October2016

Letteroftransmittal

ii DirectorofNationalParks|Annual Report 2015-2016

An organisational snapshot TheDirectorofNationalParksisthestatutoryagencyresponsiblefortheconservationandmanagementoftheAustralianGovernment’sterrestrialandmarineprotectedareaestatesestablishedundertheEnvironment Protection and Biodiversity Conservation Act 1999.

Asat30June2016,theDirectorwasresponsibleforsevenCommonwealthterrestrialreserves(comprisingsixnationalparksandtheAustralianNationalBotanicGardens)and 59Commonwealthmarinereserves.Threeofthenationalparks,Uluru-Kata Tjuta,KakaduandBooderee,areleasedtotheDirectorofNationalParksbytheirAboriginalowners.Theseparksarejointlymanagedandgenerouslymadeavailabletovisitorsandtouroperatorstoenjoyandappreciate.

TheDirectorofNationalParkswasassistedbystaffinParksAustralia,adivisionoftheDepartmentoftheEnvironment(theDepartment),inthemanagementofthesereserves.

UnderdelegationfromtheDirector,staffoftheDepartment’sAustralianAntarcticDivisionareresponsibleforthemanagementoftheHeardIslandandMcDonaldIslandsMarineReserveontheDirectorsbehalf.

Asat30June2016theDirectorofNationalParksemployed317.8full-timeequivalentstaffacrossAustraliaandrecordedatotalpriceoutputof$79.582million.

ThelocationofCommonwealthreservesareshowninFigure1,withfurtherdetailsforeachreserveavailableinAppendixA.

CraigDoolan,ParkManagerofNorfolkIslandNationalPark,togetherwithhisstaffoutsideparkheadquarters.NorfolkstaffhaveacheivedsignificantprogressinimprovingthestatusoftheNorfolkIslandgreenparrotandinthecontrolofinvasivespecies.(Photo:ParksAustralia)

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Our vision:Healthyandresilientparks,gardensandmarinereservesthatprotectnatureandcultureandarevaluedandenjoyedbythecommunitynowandintothefuture.

What we do:WeprotectthenaturalenvironmentandculturalvaluesofCommonwealthreservesbyeffectivelymanagingthemjointlywithtraditionalownersandthewidercommunity.

Weworktoachieveecologicallysustainableuse,sothattheseuniqueplacesmaybeenjoyednowandbyfuturegenerations.

Weprovideenrichingexperiencestoattractandinspirevisitorsandwelooktodelivereconomic,socialandculturalbenefitstotraditionalownersandregionaleconomies.

Likemanyprivatesector,publicandcommunityorganisationswearededicatedtomaintainingAustralia’suniqueplantsandanimalsandhaltingspeciesextinction.

Our values and approach:AsAustralianPublicServiceemployees,ParksAustraliastaffupholdthevaluesoftheServiceandasconservationareamanagerswestriveforanapproachthatis:

• Knowledge-based–weuseevidenceaboutourconservationassetsandmanagementperformancetomakedecisionsaboutfuturemanagementactivitiesandinvestments

• Transparent –weuseclearcriteriatodetermineourprioritiesandwecommunicateandexplainourdecisions

• Accountable–weclearlyarticulatewhatweseektoachievethroughmanagementinterventionsandmeasureourprogresstowardssetoutcomes

• Collaborative–weseekandsupportgenuinepartnershipstodeliverconservationandtourismoutcomes

• Adaptive–weincorporatelessonsandperformanceinformationintomanagementandbusinessplanning

• Innovative–wecreatethespacefordevisingcreativesolutionsandpromoteexposureofourstafftodiverseexperiencesinconservationareamanagement.

Vision,valuesandapproach

iv DirectorofNationalParks|Annual Report 2015-2016

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vi DirectorofNationalParks|Annual Report 2015-2016

Contents

1 Director’s message 1

2 Corporate overview 7

3 Organisational structure 17

4 Annual Performance Statement 29

5 Management and accountability 85

6 Financial Statements 99

7 Appendices 135

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Director’smessage 1

viii DirectorofNationalParks|Annual Report 2015-2016

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Director’s messageOnbehalfoftheChairsoftheBoardsofJointManagement,myfellowBoardmembersandthestaffofParksAustraliaIamproudtopresentourcollectiveachievementsfor2015-16inthisannualreport.Thereportgivesustheopportunitytocontinuetheconversationaboutinternalandexternalfactorsinouroperatingenvironmentandourprioritiesandchallengesinthisandcomingyears.

Thisyearwehavereportedourresultsandoutcomesdirectlyagainsttheprioritiesandmeasuresassetoutinourinauguralcorporateplan.IwaspleasedtopresenttheDirector of National Parks Corporate Plan 2015-2019preparedunderPublic Governance Performance and Accountability Act 2013andPublicGovernancePerformanceandAccountabilityRule2014toboththethenMinisterfortheEnvironmentandtotheMinisterforFinanceinOctober2015.Theplanisourprimaryplanningtoolandourresources,bothhumanandfinancial,havebeenfocussedondeliveringprioritieswithinourfouroverarchinggoals:

• Resilientplacesandecosystems

• Multiplebenefitsfortraditionalowners

• Ecologicallysustainabledevelopment

• Amazingdestinations

Thankyoutoourpartnersandsupportersincludingourvaluedvolunteers,friendsgroupsandthescientistsandotheragencieswhoassistusdeliverourgoals.Aspecialhighlightthisyearwastheverygenerousdonationof$1.5millionfromtheIanPotterFoundationthatiscrucialinhelpingimplementtheexcitingmasterplanfortheAustralianNationalBotanicGardensandthenewconservatoryinparticular.TheAustralianGovernment,BHPBillitonSustainableCommunitiesandEarthwatchAustraliacontinuedtoco-fundandsupportthehighlysuccessfulBushBlitzProgramwithalmost$22millionofAustralianGovernmentandindustryfundingbeinginvestedintheprojectovereightyears.

In2015-16wemadesignificantprogressintheprotectionandconservationoflistedthreatenedandsignificantspeciesandlimitingthespreadofinvasivespeciesandotherthreatsinourreserves.IwouldliketoacknowledgethevaluablecontributionoftheThreatenedSpeciesCommissioner,MrGregoryAndrewswhohasassistedraisingawarenessanddrivingongroundactionforthreatenedspecies,andsupportedthedesignandimplementationofthe$2millionAustralianGovernmentnationalparksrecoveryprojects.

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Directorsmessage


1TheseprojectswillbenefitspeciesincludingtheNorfolkIslandgreenparrot,Cocosbuff-bandedrail,long-nosedpotoroo,southernbrownbandicoot,northernquoll,partridgepigeon,brush-tailedrabbit-rat,andtheplantsoftheArnhemPlateausandstoneshrublandcomplex.Wehavemadesolidprogressontheseprojectsinyear1.

ImustalsomakespecialmentionofourIntegratedFeralsteaminKakaduNationalPark.TheteamwasrecognisedfortheirhardworkcontrollingtheinvasiveweedMimosa pigra inthepark,winningtheNorthernTerritoryRangerAwardforOutstandingEnvironmentalAchievement.LeftuncheckedthisweedofnationalsignificancecanchokewetlandsandthreatenKakadu’spreciouswildlifeandheritage.ThroughtheeffortsofParkstaff,Iampleasedtoreportthatnonewoutbreakshavebeenrecordedinthepastfouryears.Oureffortswillcontinuein2016-17,complementedbyincreasinginformationforvisitorsonhowtheycanhelpstopthespreadofweedsintheKakadu.

Wehavespentvaluabletimethisyearlisteningandlearningabouthowwecanimproveoursuccessfuljointmanagementmodels.IwouldliketothankallinvolvedintheJointManagementFuturesproject,includingformerAssistantSecretary,MsAnnaMorganandtheprojectsponsorMrMatthewSalmon.Wehavesolidfoundationsandrelationshipswiththetraditionalownerswhoselandweworkinpartnershipwithtomanage.Thelegacyoftheprojectwillhelpusenhancetheserelationshipsandworktogethertodeliveroutcomesintothefuture.

ParksAustraliastaffprovidedsignificantsecretariatsupporttotheGovernment’sindependentreviewofCommonwealthmarinereserves.Thisinvolvementorganisingover260meetingsconductedinfiveregionsacrossAustralia.TheChairsofthereview,AssociateProfessorBobBeeton,ProfessorColinBuxtonandMrPeterCochranesubmittedtheirtworeportsfromtheBioregionalAdvisoryPanelandExpertScientificPaneltoMinisterHuntinDecember2015.IanticipateIwillcommencetheprocessofdraftingnewmanagementplansforfournetworksofmarinereservesandtheCoralSeaCommonwealthMarineReserveinthefirstquarterof2016-17.Publiccommentsandthoughtsontherecommendationsinthereviewandthereviewitselfwillbeanimportantinputtothese10yearplans.

Morepeoplenowknowwhatwearedoingandarechoosingtospendtheirholidayandleisuretimeintheplaceswemanage.Weknowthisbecausewehaveseenanenormous85percentincreaseinourreachinsocialmediachannelsfrom2014-15,reachinganaudienceofover17millionin2015-16.Wehavealsoseenourbestyearforvisitationtoourterrestrialreservessince2011-12risingtoover1.32millionin2015-16,anincreaseof3.8percenton2014-15.TheworkofournewCustomerExperienceandDestinationPlanningteamandvisitorservicesexpertsinourplacesispayingdividendsaswecontinuetoimprovevisitorexperiencesonofferacrosstheparksestate.Thiseffortisalsoreflectedinvisitorsatisfactionlevels.Wehaveseenacorrespondingincreaseinrevenuefromvisitors.

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Thisrevenueisuseddirectlyonparksandinourgardensforconservationandvisitorprograms,withapercentageflowingtotraditionalownersunderourleasingarrangements.Butthereismuchmorewecandointhisarea,sowatchthisspace.

AswellasreadingthisannualreportIencourageyoutofindaboutthegreatthingswehaveplannedfor2016-17byreadingourcorporateplanprioritiesat: www.environment.gov.au/topics/national-parks/parks-australia/publications.

Finally,Iwouldliketopaytributetothehardworkovermanyyearsofourdepartingseniorexecutives,MrCharltonClarkandMsAnnaMorgan.Bothhavemadeasignificantcontributiontomarinereservesandjointmanagementrespectively.Iwishthemwellintheirfutureroles.FreshfromtheAustralianAntarcticDivision,inJanuarywewelcomedMrJasonMundy.JasonhasadiverserangeofexperiencetobringtoleadingourmarinereservesmanagementBranch.PendingpermanentfillingofMsMorgan’sposition,jointmanagementisinsafehandswithMrGeoffBaileywhocomestousfromtheSydneyHarbourFederationTrust.


BruceMonro’sField of LightartinstallationatUluru-Kata TjutaNationalParkhasattractedthousandsofvisitorstotheparkthisyear.(Photo:MarkPickthall)

Directorsmessage

1

http://www.environment.gov.au/topics/national-parks/parks-australia/publications


A tale of the sea–created in a wave of new partnershipsOneoftheprojectswe’reproudestofthisyearistheCoralSeaCommonwealthMarineReserveVoyage.A24memberteambravedthehighseastotravelmorethan450kilometresoffthecoastofQueenslandtotheCoralSeacaystofindnewspeciesandcollectmarinedebris.OurmarineandBushBlitzteamsdeliveredthesuccessfulvoyageinpartnershipwiththeCSIRO,Tangaroa-Blue,SurfriderFoundation,Take3,theUniversityofNewSouthWalesandmuseumsinQueenslandandWesternAustralia.Toseetheexpeditioninactionandhearfromteamgoto: www.parksaustralia.gov.au/marine/news-alerts.html

Marine waste

Aroundtwotonnesofrubbishacross11islandswascollectedbythemarinedebristeamincludingtoothbrushes,lightbulbs,basketballs,thongs,fishinggear,atoypianoandabarfridge.Microplasticswerealsosampledforintheopenocean.BureauofMeteorologystaffandacommercialtourismoperatoronWillisIslandalsotookpartinaclean-up.Researchersareworkingtoidentifythesourceofmarinedebriscollected,tounderstandandconsiderwaystoreducethewasteenteringouroceans.

DebriscollectedwasusedinapublicartworkshopinCairns,toraiseawarenessoftheissueofmarinedebris.Twomarinesculptureswereproduced,includingafishandturtle.Mediafromthetripincludedwidespreadtelevision,radioandnewspapercoverage,aswellasblogsandarticlesfromBushBlitzandthenon-governmentorganisations.


CASE STUDY 1

http://www.parksaustralia.gov.au/marine/news-alerts.html

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Finding new species

Oneofthemostexcitingaimsofthisvoyagewasthesearchfornewspecies.BushBlitzscientistscollectedplantsandlandandmarineinvertebratesfromtheisland’ssandycays.They’renowconductingdetailedidentificationworktodetermineifanyofthespeciesarenewtoscience,uniquetotheparkorapotentialpest.Informationgatheredwillformthebaselineformonitoringandresearch,informingreservemanagementinthefuture.

Virtual expedition of the high seas

StudentsfromtwoschoolsinVictoriaandTasmaniatookpartinauniquevirtualexpeditionofthehighseas,withtwoBushBlitzTeachLiveteachersdeliveringclassesfromthecaysviasatellitetostudentsmorethan3,000kilometresaway.

Farleft:Collectingbugsfromvegetation(Image:GaryCranitch)

Left:Someofthemarinedebriscollectedduringthevoyage(Image:BushBlitz) Right:TheCoralSeaCleanupandBiodiscoveryTeamhelpingtoremoveabandonednetsandotherdebris(Image:BushBlitz)

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Directorsmessage 5


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Corporateoverview 2


Corporate overview

The Minister

During2015-16,theHonGregHuntMP,wasMinisterfortheEnvironment,withresponsibilityfortheDirectorofNationalParksassetoutundertheEnvironment Protection and Biodiversity Conservation Act 1999(EPBCAct).TheMinisterwasassistedbythe HonBobBaldwinMP(1July2015to20September2015),andtheHonJamieBriggsMP(21Septemberto29December2015),appointedasParliamentarySecretarytotheMinisterfortheEnvironmentwithresponsibilityforCommonwealthreserves.

The Director of National Parks TheDirectorofNationalParksisacorporationsoleestablishedunderDivision5ofPart19oftheEPBCAct.Thecorporationhasasingledirector—thepersonappointedtotheofficenamedtheDirectorofNationalParks.

ThecurrentofficeholderisSallyBarnes,appointedbytheGovernor-GeneralinJanuary2014foraperiodoffiveyears.

TheDirectorofNationalParksisacorporateCommonwealthentityforthepurposesofthePublic Governance, Performance and Accountability Act 2013(PGPAAct).

TheEPBCActrequirestheDirectortoperformfunctionsandexercisepowersinaccordancewithanydirectionsgivenbytheMinisterunlesstheEPBCActprovidesotherwise.TheMinisterresponsibleforthePGPAActcould,viaaGeneralPolicyOrder,alsonotifytheDirectorunderthePGPAActofgeneralgovernmentpoliciesthatapplytotheDirector. NoGeneralPolicyOrderswereissuedtotheDirectorin2015-16.

TheEPBCActprovidesfortheproclamationandmanagementofCommonwealthreservesandconservationzones.Theterm‘Commonwealthreserve’includesallareasproclaimedundertheEPBCActwithnamessuchasnationalparks,Commonwealthmarinereservesandbotanicgardens.Thisreportgenerallyusestheterm‘reserves’toencompassalltypesofCommonwealthreservesundertheEPBCAct.Threereserves,Uluru–KataTjuta,KakaduandBoodereeNationalParks,areestablishedonAboriginalownedlandandaremanagedbytheDirectorinconjunctionwithaBoardofManagementestablishedundertheEPBCActwithamajorityofboardmembersbeingIndigenouspersonsnominatedbythetraditionalowners.

TheDirectorisresponsibleundertheEPBCActfortheadministration,managementandcontrolofCommonwealthreservesandconservationzones.TheDirectorisassistedbystaffofParksAustralia–adivisionoftheDepartmentoftheEnvironment(theDepartment).Inthisreport,referencetoParksAustraliameanstheDirectorandParksAustraliastaff.

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Statutory functionsTheDirectorisresponsiblefortheadministrationofDivisions4and5ofPart15oftheEBPCAct(Commonwealthreservesandconservationzones)andregulationsmadeforthepurposesofthosedivisions.

ThefunctionsoftheDirectorassetoutinsubsection514B(1)oftheEPBCActareto:

• administer,manageandcontrolCommonwealthreservesandconservationzones

• protect,conserveandmanagebiodiversityandheritageinCommonwealthreservesandconservationzones

• contributetotheprotection,conservationandmanagementofbiodiversityandheritageinareasoutsideCommonwealthreservesandconservationzones

• cooperatewithanycountryinmattersrelatingtotheestablishmentandmanagementofnationalparksandnaturereservesinthatcountry

• provide,andassistintheprovisionof,traininginknowledgeandskillsrelevanttotheestablishmentandmanagementofnationalparksandnaturereserves

• carryoutalone,orincooperationwithotherinstitutionsandpersons,andarrangeforanyotherinstitutionorpersontocarryoutresearchandinvestigationsrelevanttotheestablishmentandmanagementofCommonwealthreserves

• makerecommendationstotheMinisterinrelationtotheestablishmentandmanagementofCommonwealthreserves

• administertheAustralianNationalParksFund

• undertakeanyotherfunctionsconferredontheDirectorunderEPBCActoranyotherAct

• doanythingincidentalorconducivetotheperformanceofanyofthefunctionsmentionedabove.

Asat30June2016,sevenCommonwealthterrestrialreserves(sixnationalparksandonebotanicgarden)and59CommonwealthmarinereserveswereestablishedundertheEPBCActandweretheresponsibilityoftheDirector.Theterrestrialreservesand58ofthe59marinereservesaremanagedbyParksAustralia.UnderdelegationfromtheDirector,staffoftheDepartment’sAustralianAntarcticDivisionmanagetheHeardIslandandMcDonaldIslandsMarineReserve.ThelocationsoftheCommonwealthreservesareshowninFigure1.

Non-statutory functionsTheDirectorhasbeendelegatedfunctionsandpowersbytheMinisterandtheSecretaryoftheDepartmentforprogramsthatcomplementtheDirector’sstatutoryfunctions.UnderthesedelegationstheDirectormanagestheAustralianBiologicalResourcesStudyandthedevelopmentofAustralianGovernmentpolicyonmanagementofAustralia’sgeneticresources,includingregulatingaccesstosuchresourcesinCommonwealthareas.Theoutputsofthesenon-statutoryfunctionsarereportedintheDepartment’sannualreport.

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Corporateoverview


Staffing overviewStaffinglevelswereasexpectedduring2015-16.Comparedwith2014-15,therewasafourpercentnetgrowthinstaffnumbers.Thisincreaseislargelyduetofinalisingrecruitmentofstafftoanumberofvacanciesinthatoccurred2014-15.PleaseseeChapter3ofthisreportforfurtherdetailsonstaffing.

Table 1: Five year overview of staffing (full-time equivalent)

2011–12 2012–13 2013–14 2014-15 2015-16

Managementofterrestrialreserves 261 260 269 262 275

Managementofmarinereserves2 18.2 18.2 46.3 43.7 42.8

1 InadditiontostaffemployedbytheDirectorofNationalParks,anadditional11staffareemployedonsecondmentfromtheDepartment.ThesestaffarecoveredintheDepartment’sstaffingstatistics.

2 Staffnumbersformanagementofmarinereservesincreasedin2014-15toincludestafftransferredtotheDirectorfromtheDepartmentin2013-14.

Non-financial performance overviewOurvisionisforhealthyandresilientparks,gardensandmarinereservesthatprotect natureandcultureandarevaluedandenjoyedbythecommunitynowandintothefuture.Chapter4ofthisreportpresentsourinauguralannualperformancestatementfor2015-16 –ournon-financialperformancestory.Throughout2015-16weworkedhardtoachieveoutcomesthatsupportourvisionandourfourkeygoals.

• Resilient places and ecosystems–wecontinuedtoinvestresourcestoreversethedeclineofthreatenedspeciesandreducetheimpactsofthreatslikeweedsandferalanimals.Ourworktoinstitutemorecomprehensiveproceduresforanalysingandreportingontrendsandprioritisingoureffortswillhaveanenduringlegacy.LocalcommunitiesandvolunteersfromKakadutoCanberra,NorfolkIslandtoournorthernmarinereserves,helpedustoachievenaturalandculturalconservationoutcomes.

• Multiple benefits for traditional owners–wecontinuedtoworktogetherwithtraditionalownerstoprogressopportunitiesforlocalemploymentandIndigenousenterprisesinourthreejointlymanagedparks.The10-yearroadmapsthatweredevelopedundertheJointFuturesprojectprovideasolidfoundationforthenextstepsinourjourneytogether.

• Ecologically sustainable use–completionoftheindependentCommonwealthMarineReservesReviewwasamajorachievementfortheyear,supportedbyhard-workingParksAustraliastaff.TheReviewalongwithinputfromstakeholdersandinterestedpartieswillhelpinformthedevelopmentofnewmanagementplansfortheSouth-west,North-west,North,Temperate-eastnetworksandtheCoralSeareserve.

• Amazing destinations–wewelcomedthehighestnumberofvisitorsinthreeyearstoourreserveswithmanymore‘virtualvisitors’abletoappreciateourplacesthroughimprovementstooursocialmediaandwebsites.Eventsandexperiencesofferedin2015-16wereasdiverseasourplacesandsensitivelyshowcasedthenaturalandculturalvaluesofourreserves.

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Wealsoachievedmanyofourcorporateprioritiesunderour‘waysofworking’.Weclosedknowledgegapsandmadequalityinformationonspeciesmoreaccessiblethaneverbefore.WewelcomednewpartnerssuchasTourismNTandstrengthenedourrelationshipswithexistingpartnerssuchasBHPBilliton,ourvaluedBushBlitzcorporatepartner.Aftercomprehensiveconsultationprocesses,wealsocompletedmanagementplansforPuluKeeling,KakaduandBoodereeNationalParks.Ourbusinesssystemsmadealeapforwardwithconsistentoperationalplansinplaceacrosstheparksestate.Thismadedoingbusinessandreportingoutcomeseasierandmoreefficientthaninpreviousyears.

Financial summaryOverthefinancialyear,anumberofrevenueinitiativeswereimplementedthatstrengthenedandstreamlinedaccesstoourparks.Eachofthejointlymanagedplacesintroducedtechnologythatstrengthenedrevenuecollectioncontrolswhichhascontributedtoa12%increaseinpermitandentryfees.TheCommonwealthMarineReservesMemorandumofUnderstanding(MOU)withtheDepartmentofEnvironmentandEnergywasnotrecognisedintheoriginal2015-16PortfolioBudgetStatements(PBS)andistheprimaryvariancefor’OtherTerrestrialParksandReserves’inbothrevenueandexpenses.ExcludingtheMarineMOUimpacts,anoverallincreaseof10%wasobservedinSaleofGoodsandServicesforthefinancialyearwhichisinlinewithCorporatePlantargets.Inaddition,theDirectorwaswithinanapprovedoperatinglosstargetof($5.7mil).Thisisprimarilyduetomovementsoccurringaroundourroadinfrastructureassetswhichinturnimpacteddepreciationestimatesfor2015-16.Afullrevaluationofourassetsisduetooccurin2016-17.

Table2presentsanoverviewofincomeandexpensesinformationfortheDirectorofNationalParks.AuditedfinancialstatementsfortheyearareinChapter6ofthisreport.

Table3presentsafive-yearfinancialoverview.Informationisalsopresentedtoprovideafinancialoverviewforindividualterrestrialreserves(Table4)andasummaryofexpenditureforthemanagementofmarinereservesfor2015-16.

ExplanationsonmajorvariancesagainsttheportfoliobudgetstatementsareprovidedinthenotestothefinancialstatementsandprovidedinlinewiththeAustralianAccountingStandardsBoard(AASB)standardAASB1055.

During2015-16nonotificationsofsignificantnon-compliancewerereportedtotheMinisterforEnvironmentandEnergyortheMinisterforFinance.

AnAgencyResourcingStatementwasintroducedtotheportfoliobudgetstatementforgovernmentdepartmentsin2008–09toprovideinformationaboutthevariousfundingsourcescorporateCommonwealthentitiesdrawuponduringtheyear.AnAgencyResourcingStatementthatreconcilestocashreservesinthefinancialstatementsfortheDirectorisprovidedatAppendixB.

Corporateoverview


Table 2: Overview of financial results 2015-16

2015 Actuals

$000s

2016 Actuals

$000s

2016 Budget

$000s

2016 Variance

$000s

Jointlymanagedparks1 Income 38,182 38,591 36,496 2,095

Expenses (38,848) (42,596) (41,997) (599)

Surplus/(Deficit) (666) (4,005) (5,501) 1,496

Otherparksandreserves2 Income 26,660 27,754 18,483 9,271

Expenses (27,178) (28,898) (18,844) (10,054)

Surplus/(Deficit) (518) (1,144) (361) (783)

Total for parks and reserves Income 64,842 66,345 54,979 11,366

Expenses (66,026) (71,494) (60,841) (10,653)

Surplus/(Deficit) (1,184) (5,149) (5,862) 713

Governance,corporateservicesandexecutive3

Income 11,598 8,453 7,661 792

Expenses (11,230) (8,088) (7,568) (520)

Surplus/(Deficit) 368 365 93 272

Total for Director of National Parks

Income4 76,440 74,798 62,640 12,158

Expenses (77,256) (79,582) (68,409) (11,173)

Surplus/(Deficit) (816) (4,784) (5,769) 985

1 Kakadu,Uluru–KataTjutaandBoodereeNationalParks.2 Includesterrestrialandmarinereserves.3 Governance,corporateservicesandexecutiveincludesadministration,finance,legal,insurance,planning,interestincomeand

bankcharges.

Table 3: Five-year Financial summary—Commonwealth terrestrial and marine reserves ($ millions)

2011–12 2012–13 2013–14 2014-15 2015-16

Operations

Totaloperatingexpenditure 64.21 60.99 74.10 66.03 71.49

Totaloperatingrevenue4 51.83 50.93 89.06 64.84 66.35

Financial position

Currentassets 45.35 44.79 49.44 47.82 48.87

Non-currentassets 208.12 200.47 235.13 230.57 223.10

Currentliabilities 13.30 14.75 8.25 16.47 11.51

Non-currentliabilities 0.73 0.76 14.42 0.95 4.28

Totalequity 239.44 229.75 261.90 260.97 256.19

4Includesrevenuefromallsourcesincludinggrantsfromportfolioagencyandexternallyraisedrevenue.

2

13

Table 4: Overview of individual terrestrial reserves 2015-16

Reserve name Operating cost

($000s)

Capitalexpenditure

($000s) 5

Externalrevenue($000s) 6

Payment to traditional Aboriginal

owners ($000s)

Jointly managed national parks

BoodereeNationalPark 7,486 545 2,246 721

KakaduNationalPark 20,435 1,542 4,654 1,680

Uluru–KataTjutaNationalPark 14,675 1,017 8,548 2,065

Other Commonwealth terrestrial reserves

AustralianNationalBotanicGardens 8,622 1,015 1,990

ChristmasIslandNationalPark 4,719 352 2,626

NorfolkIslandNationalParkandBotanicGarden 1,167 7 184

PuluKeelingNationalPark 558 54 65

5 Includesassetsrecognisedforthefirsttimeaspartoftheassetrevaluationprocess.6 Externalrevenuerepresentstotalrevenuefromtheincomestatementlessgrantsfromportfolioagencyandassetsrecognised

forthefirsttime.

Overview of marine reserves in 2015-16

TheCommonwealthMarineReservesspent$8.0millionduring2015-16whichwasfundedthroughaMemorandumofUnderstandingwiththeDepartmentofEnvironmentandEnergy.

Thisexpenditurewascomposedof:• costsassociatedwiththemanagementofreservesincludingcompliance

andfieldservicesprovidedbystateandCommonwealthagencies,researchandmonitoringactivitiesandoperationalandcommunicationactivitiesandstaffingcosts

$5.065M

• costsassociatedwithmanagementplanningpreparations $1.085M

• costsassociatedwiththeindependentmarinereservereviewin2015-16 $1.850M

Thetotalcostoftheindependentreviewover2014-15and2015-16was$4.02million.TheGovernmentalsocommittedtoanadditional$27.8millioninoperationalandcapitalfundsforParksAustraliaoverthenext4yearstosupportthefindingsfromthereviewandcontinueinvestmentinmonitoringtechnologies.ThisNewPolicyProposalwasannouncedinthe2016-17PortfolioBudgetStatements.

2

Corporateoverview


2

Moving from home to survive and thriveWe’reresponsiblefortheprotectionandmanagementof122threatenedspeciesacrosssixofourparks.Translocationisincreasinglyusedasaconservationtooltoensuretheongoingviabilityofrarespecies,ontopofexisting‘onground’management.

Successfultranslocationsinchallengingremotelocationsrequireresourcefulnessandbeingabletorelyongoodpartnerships.Thisapproachcanovercomethelogisticaldifficultiesandvarietyofhabitatsinourparks.

Long-nosed potoroos and southern brown bandicootsIn2015–16were-establishedtwocriticalweightrangemammalstoBoodereeNationalParkwhenwetranslocatedpopulationsoflong-nosedpotoroosandsouthernbrownbandicootsfromNewSouthWales.Successfullong-termanddedicatedfoxcontrolactivities,andourpartnershipwiththeAustralianNationalUniversitymadethispossible.Toensuretheysurviveandthrivewillmeanongoingfoxbaitingandcontinualmonitoring.

Northern quollsKakaduNationalParkwelcomedfurthertranslocationsofnorthernquollsin2015–16aftercompletingtheTerritoryWildlifePark’sinnovativeandexperimental‘toadsmart’trainingprogram.Someindividualswerelosttodingopredationbutonlyonetrainedquollsuccumbedtoacanetoadincontrasttotheuntrainedtoadsthatwereleasedconcurrentlyascontrols.


Long-nosepotoroo,readyforreintroductiontoBooderee(Photo:ParksAustralia)

Toad-smartquolls-puttingtheireducationtothetestinKakadu(Photo:DamienStanioch)

15

Buff banded railsStafffromourmostremotepark– Pulu-KeelingNationalPark–relocated39buffbandedrailstoHorsburghIslandin2013.Ourmonitoringthisyear,inpartnershipwithCharlesSturtUniversity,hasshowncontinuedsuccess,withthepopulationdoublinginsize.We’vealsoseenthebirds‘selftranslocate’tonearbyDirectionIsland.

Pomaderris delicata and Senecio macrocarpusTheAustralianNationalBotanicGardenstranslocatedtwofloraspecies(Pomaderris delicataandSenecio macrocarpus)backtotheiroriginalhomelandinvariouspartsofNewSouthWales.

Future translocationsTranslocationactivitieswillcontinuein2016–17withplansforbrush-tailedrabbitrats,easternquolls,greenparrotsandmalainKakadu,Booderee,NorfolkIslandandUluru-Kata Tjutanationalparksrespectivelysupportedby$2millionofAustralianGovernmentinvestmentinThreatenedSpeciesStrategynationalparksrecoveryprojects.TranslocationsarenowakeycomponentofParksAustralia’sthreatenedspeciesconservationactivities.

22

CASE STUDY 2

2

WildlifemonitoringcamerasspottedthisbuffbandedrailwithfournewchicksfollowingitstranslocationtoHorsburghIsland

15

RelocatingCocosbuffbandedrailtoHorsburghIslandhasestablishedathrivingsecondpopulationofthisthreatenedspecies.(Photo:ParksAustralia)

Corporateoverview


17

Organisationalstructure 3


Figure 2: Parks Australia organisational chart as at 30 June 2016

Director of National ParksSally Barnes

Customer Experienceand Destination Planning Section

Steve Wroe

People and Workforce

Development Section

Agnese Hubbard

Booderee National Park

A/g Tracey Brown

Kakadu National Park

Pete Cotsell

Governance and Business Systems

Section

Michelle Callaway

Uluru–Kata Tjuta National Park

Mike Misso

Joint ManagementBranch

A/g Geoff Bailey

Legal and Governance Section

Paul Minogue

Australian NationalBotanic Gardens

Peter Byron

Parks Island and Biodiversity Science Branch

Judy West

Biodiversity Science

Suzanne Fyfe

Marine Protected Areas Branch

Jason Mundy

Joint Management Support

Vacant

Protected Area Policy and

Planning Section

Ben Phillips

Islands and Reefs

Hilary Schofield

Commonwealth Marine Reserves Review Taskforce

Barbara Musso

Marine Protected AreasScience and Policy Coordination

A/g Andrew Coleman

Marine Protected Areas (North)

A/g Bianca Priest

Marine Protected Areas (South)

Andrew Read

Christmas Island National Park

Pulu Keeling National Park

Norfolk Island National Parkand Botanic Garden

Scott Suridge

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The executive team

ParksAustraliaoperatesunderathreebranchstructure,withtheParksExecutiveteamcomprisingtheDirectorofNationalParksandthreeAssistantSecretaries,MrJasonMundy,MrGeoffBaileyandDrJudyWest.ExecutivemembersarelocatedclosetothebusinessoflandandseamanagementwithJasonlocatedinHobart,GeoffinCanberrawithregulartraveltoourofficesatUluru–KataTjuta,KakaduandBoodereenationalparks,andJudyinofficeswithinthegroundsoftheAustralianNationalBotanicGardenslocatednexttoBlackMountaininCanberra.

MrCharltonClarkandMsAnnaMorganformedpartoftheexecutiveteamfrom1July2015untilJanuary2016andMay2016respectively.MrClarkheadeduptheMarineProtectedAreasBranch,andMsMorgantheJointManagementBranch.

TheExecutivemeetsregularlytoconsiderstrategicmattersandmonitorperformanceagainsttheDirector of National Parks Corporate Plan 2015-2019thatalignswithourkeyperformanceindicatorsanddeliverablesinthePortfolioBudgetStatementfor2015-16,includingagreedrecommendationsandoutcomesfromauditsandinvestigationsrelatedtoWork,HealthandSafetyincidents.

Establishedin2014-15,theParksAustraliaProjectBoardmonitorsandsupportsthedeliveryandspendinginrelationtopriorityprojects,majorcapitalworksandGovernmentcommitmentsinlinewithourprojectmanagementframework.TheBoardcomprisestheDirector,AssistantSecretariesandtheChiefFinanceOfficer.Meetingareheldonceamonthandreviewpriorityprojectstatusreports.MrMundyjoinsthesemeetingsthroughavideoconferencingsystem.

Sally BarnesDirector of National Parks

Sallyhasworkedinenvironmentprotectionandculturalandnaturalheritagemanagementformorethan20years.ShewasappointedDirectorofNationalParksfortheAustralianGovernmentinJanuary2014.PriortothisroleshewastheChiefExecutiveoftheOfficeofEnvironmentandHeritageinNewSouthWales.SheispassionateaboutAustralia’slandandseascapeandtheopportunitiestoworkwithtraditionalownersandothermembersofthecommunitytoprotectandenhancetheseuniqueenvironments.

3

Organisationalstructure


Jason MundyAssistant Secretary, Marine Protected Areas BranchJasonisresponsibleforthedevelopment,implementationandmanagementofAustralia’snetworkofCommonwealthMarineReserves.PreviouslyJasonwasGeneralManager,StrategiesBranchattheAustralianAntarcticDivisionfrom2011untilJanuary2016.Priortothat,heworkedfortheDepartmentofForeignAffairsandTradeonoverseaspostingsinthePhilippinesandThailand,and

positionsinCanberra,includingDirector,ChinaPoliticalandExternalSection.JasonalsoworkedasaSeniorAdviserintheOfficeoftheMinisterforForeignAffairsandasasenioradviserintheInternationalDivisionoftheDepartmentofthePrimeMinisterandCabinet.HeholdsanMA(InternationalRelations),aGraduateDiploma(ForeignAffairsandTrade)anddidhisfirstdegree,aBachelorofArtsandLaw(withFirstClassHonoursinlaw),attheUniversityofTasmania.

Geoff Bailey Acting Assistant Secretary Joint Management BranchGeoffiscurrentlyonsecondmenttoParksAustralia.GeoffBaileyistheExecutiveDirectoroftheSydneyHarbourFederationTrustandhasbeenresponsiblefortheplanning,designanddevelopmentofarangeofSydneyHarbourforeshoreparklandsonformerdefencesites.TheseincludeCockatooIsland,NorthHead,WoolwichDockandMiddleHead.Hewaspreviouslyresponsibleforarchitectureand

planninginTheRocksandforconservationworksatHermannsburgintheNT.Geoffhasover25yearsexperienceinplanningandmanagingenvironmentallysensitiveprecincts.GeoffholdsanArchitectureDegreefromtheUniversityofNSWandhascompletedtheAdvancedManagementProgramatHarvardBusinessSchool.

Dr Judy West Assistant Secretary, Parks Island and Biodiversity Science BranchJudyoverseesParksAustralia’sscience,naturalresourceandknowledge-managementactivities;leadstheAustralianNationalBotanicGardens;andmanagestheCommonwealthislandreserves,namelyChristmas,PuluKeelingandNorfolkIslandNationalParks.Judyhasmorethan30yearsexperienceinscientificresearchandpolicyasaresearchscientistinCSIROPlantIndustryanddirector

oftheCentreforAustralianNationalBiodiversityResearchandtheAustralianNationalHerbarium.SheholdsanadjunctprofessorialpositionattheAustralianNationalUniversity.ForhercontributionstoAustralianplantsystematicsandAustralia’sVirtualHerbarium,shewasawardedtheNancyBurbidgeMemorialMedalin2001andanOrderofAustraliain2003.Judy’sscientificexpertiseisinplantsystematicsandphylogenetics,biodiversityinformaticsandconservationbiology.Usingherskillsdevelopingpartnershipsthatlinkscienceandpolicy,Judyisbuildinganactivescienceandknowledge-managementnetworkinParksAustralia.

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Senior management teamTheseniormanagementteamofParksAustraliaistheexecutiveteam,terrestrialandmarinereservemanagersandseniorsectionleaderswhoarespecialistsintheirfields.Thesespecialistsareavailabletoassistreservemanagersdeliveronprioritiesinplansofmanagementandoperationalplansthatarereflectedinourcorporateplan.

Theteamhasmonthlytelephonehook-upstodiscusspriorities,monitorperformanceandimprovecommunication.Ourreservemanagerslargelyworkinregionalandremoteareasandthisforumisdesignedtoassistusallkeepconnectedtotheinterestsandconcernsoflocalcommunitiesandtoprovideanopportunitytoshareknowledgeandinsights.Italsoprovidesanopportunitytodiscussgovernmentandcorporateprioritiesandinitiatives.

Staffing overviewAsat30June2016,theDirectoremployed317.8full-timeequivalentstaff.ThemajorityarelocatedatBooderee,KakaduandUluru–KataTjutanationalparksandtheAustralianNationalBotanicGardens.TherearealsosmallofficesinDarwinandtheremotelocationsofNorfolkIsland,ChristmasIsland,theCocos(Keeling)IslandsandBrisbane.TheadministrativeofficeofParksAustraliaisinCanberra.StaffengagedinthemanagementofCommonwealthmarinereservesarebasedinHobart,CanberraandBrisbane.ParksAustraliaparticipatesintheDepartment’sgraduaterecruitmentprogramandin2015-16hostedanumberofplacementsinCanberraandDarwin.

Figures3and4presentthepositionlevelandlocationprofilesasat30June2016.Figuresrepresentindividualstaffmembers,includingthoseworkingpart-time,andarenotexpressedasfull-timeequivalents.Insummarythetotalstaff(full-timeandpart-time)inParksAustraliaasat30June2016was330.ThetotalofstaffattheAPS1-6classificationwas263(80percent),with41ExecutiveLevel1staff(12percent),14ExecutiveLevel2staffcomprisingparkmanagersandsectionheads(4percent),atotalofninetechnical,legal,publicaffairsandspecialistscientistofficers(3percent)andthreeseniorexecutivestaff (1percent).Genderdistributionofpositionswasrelativelyequalin2015-16with53percentfemaleand47percentmalestaff.

Figure 3: Staffing (full-time and part-time) position level profile as at 30 June 2016

3



Figure 4: Staffing (full-time and part-time) location profile as at 30 June 2016

Note:Figures3and4donotincludecasualemployees.

ParksAustraliaiscommittedtoprovidingstaffwiththenecessaryskillstoeffectivelyandsafelyundertaketheirdutiesinthefieldandtheoffice.Internalandexternaltrainingisavailableonarangeofsubjectsincludingconservationandlandmanagement,horticulture,Indigenousskillsandlanguages,workhealthandsafety,rescueskills,customerservice,therequirementsoftheEnvironment Protection and Biodiversity Conservation Act 1999,firecontrolandsuppression,leadershipdevelopment,heavyvehicleandfour-wheeldriveoperation,recordkeepingandbusinesssystems.TheDepartmentoffersastudysupportschemeforstafftocompleteformalexternaltraining.

Kakadu,Uluru–KataTjutaandBoodereenationalparksarejointlymanagedbytheDirectorofNationalParksandthetraditionalAboriginalowners.UnderthesearrangementsthetraditionalAboriginalownershavegrantedlong-termleasestotheDirectorofNationalParkssotheirlandmaybeprotectedasanationalparkandenjoyedbyallAustralians.EachpartyhasagreedthatmanagementoftheparksshouldincludetraditionallandmanagementskillsandtheapplicationofIndigenousknowledge.EachpartyhasalsoagreedthatstaffwillworkwithtraditionalAboriginalowners,localIndigenouscommunitiesandwithschoolstoshareknowledgeandtoencourageinterestinworkingwithParksAustraliaandoncountryinthefuture.StaffencourageinterestfromschoolchildreninparkmanagementandconservationthroughJuniorRangerprogrammeswhereprimaryschoolstudentsareintroducedtoaspectsofparkmanagementincludinglandmanagement,plantandanimalidentificationandworkingsafely.Theislandparksalsoworkcloselywithlocalschoolstoencourageappreciationofthenationalparksandtheirplaceinthelocalenvironment.

On-parkemploymentisapriorityfortheDirectorandthetraditionalownersineachpark.Overall,Indigenousemploymentlevelsacrosstheagencyhaveincreasedinrecentyears.In2015-16,116(23.5percent)ofallParksAustraliaongoingandnon-ongoingemployees(includingcasuals)identifiedasAboriginalorTorresStraitIslander,upfrom70(17.5percent)in2014-15and65(16percent)in2013-14.

3

23

3

AtourjointlymanagedparkswehavegenerallyhigherratesofIndigenousemploymentwithKakaduemploying52percentindigenousstaffandBooderee64percent.AtUluru-Kata TjutaNationalParkwestillhaveworkaheadofustoimproveourrateofdirectIndigenousemployment(currently17percent).InadditiontopositionswithintheParksAustraliastructure,120membersoftheMutitjulucommunityatUluruparticipateintheMutitjulu CommunityRangerscheme,fundedbytheDirector,sharingtheirtraditionalknowledgeandunderstandingwithParksAustraliaandassistinginthemanagementofcultureandtheuniquenaturalheritageofthepark.

TheimprovedoverallIndigenousemploymentratesareduetoasignificantincreaseincasualemploymentopportunitiesonthejointlymanagedparks,whichcanprovideacareerpathwayfortraditionalownerstodeveloptherelevantskillstotransitiontomorepermanentemploymentasopportunitiesarise.TheDirectoriscommittedtosupportingarangeofopportunitiestoassistthistransitionforIndigenousemployeesfromnon-ongoing toongoingemployment,includingcapacitybuilding,careerpathwaysandretentionstrategies.Throughtheseinitiatives,theIndigenousemploymentrateforpermanentstaffandtheAPSclassificationofIndigenousemployees,whichtendstobeatthelowerlevels,shouldimproveovertime.

EachofthethreejointlymanagednationalparkshaveaspecifiedAboriginaltraineeposition.Thesetraineescompletesecondaryschoolthroughpaidapprenticeships,gainingnationallyaccreditedtraininginconservationandparkmanagement.Traineesareprovidedwith on-the-jobexperiencesuchasassistingwithrangerdutiesandnaturalresourcemanagement.Traineeprogrammesaredesignedtoimprovetheskillsoflocalpeople,particularlyinconservationandlandmanagement.

FurtherinformationonIndigenousemploymentinitiativesisprovidedinChapter4.

Boards of management BoardsofmanagementareestablishedundertheEPBCActforBooderee,KakaduandUluru–KataTjutanationalparksaspartofthejointmanagementarrangementsbetweenthetraditionalAboriginalownersandthegovernment.Tables5,6and7showmembersofeachboardat30June2016.

EachBoardmeetsquarterlyandischairedbyanIndigenousmemberoftheBoard.TheBoardpreparesmanagementplansforitsreserve(nationalpark)fortheMinister’sconsideration.TheBoardalsomonitorsprogressoftheimplementationoftheplanandoutcomesfrommanagementactionsandmakesdecisionsinaccordancewiththemanagementplan.TheBoardisalsoinapositiontoadvisetheMinisteronfuturedevelopment.

TheDirectorisamemberofeachofthethreeBoards.ParksAustraliastaffprovidessecretariatsupporttotheBoardsandparkmanagersreporttotheBoardateachmeeting.

UndertheActandtheleasearrangements,ParksAustraliastaffundertakedaytodaymanagementoftheparkandcontinuouslyliaisewithtraditionalownersandrelevantAboriginalpeopleasadvisedbylocallandcouncilsorassociations.



Booderee National Park Board of Management

Craig ArdlerChair, Booderee National Park Board of Management Craighasawealthofexperiencewithmanagementandpolicydevelopmentwithseveralorganisations.HeispassionateaboutthefutureofWreckBayandpromotessustainabledevelopmentwhilstprotectingculturalvalues.

Table 5: Booderee National Park Board of Management

Chair MrCraigArdler(traditionalownernominee)

Members MsAnnetteBrown(traditionalownernominee)

MrJeffreyMcLeod(traditionalownernominee)

MrsBeverleyArdler(traditionalownernominee)

MrTonyCarter(traditionalownernominee)

MrsJulieFreeman(traditionalownernominee)

MrCliveFreeman(traditionalownernominee)

MsWendyHills(ecotourismexpert)

CaptainStephenHussey(CommandingOfficerHMASCresswell)

MrRodgarKeogh(RegionalAustralia)

MrToddMinchinton(conservationscienceexpert)

MsSallyBarnes(DirectorofNationalParks)

3

MembersoftheBoodereeBoardofManagementwiththeparkmanagementplanthatcameintoeffectinNovember2015. (Photo:ParksAustralia)

25

Kakadu National Park Board of ManagementRyan BarroweiChair, Kakadu National Park Board of ManagementRyanBarroweihasbeenactivelyinvolvedwiththeKakaduBoardofManagementsince2008.RyanisaseniortraditionalowneroftheWurrkbabarclan,oneofthethreeclansoftheJawoynpeoplecoveringtheGunlomlandtrustarea.Ryan’scountrystretchesfromsouthernKakaduthroughtoPineCreektheneastwardstowardsManyallalukabout100kilometressouthofKatherine.RyanhasalsoservedasChairoftheJawoynAssociationandChairofNitmiluk

(KatherineGorge)NationalParkBoard.RyanhasalsospenttimeasCulturalAdvisorontheNitmilukToursBoard,apositionheheldfrom2008.RyaniscurrentlyemployedasaJawoynRangerundertakinglandmanagementonJawoyncountry.

Table 6: Kakadu National Park Board of Management

Chair MrRyanBarrowei(traditionalownernominee)

Members MsMariaLee(traditionalownernominee)

MrAlfredNayinggul(traditionalownernominee)

MsMaiKatona(traditionalownernominee)

MrSampsonHenry(traditionalownernominee)

MrJeffreyLee(traditionalownernominee)

MrJonathanNadji(traditionalownernominee)

MrMichaelBangalang(traditionalownernominee)

MsYvonneMargarula(traditionalownernominee)

MsBessieColeman(traditionalownernominee)

Vacant(tourismrepresentative)


Vacant(ParksAustraliaJointManagementBranch)

MrTonyMayell(NorthernTerritoryGovernmentnominee)

ProfMichaelDouglas(natureconservationexpertise)

3

MembersoftheKakaduNationalParkBoardofManagementcelebratethe100thmeetingoftheBoardin2015 (Photo:ParksAustralia)



Uluru–Kata Tjuta National Park Board of ManagementSammy Wilson Chair, Uluru–Kata Tjuta National Park Board of ManagementSammyWilsonisanAnangumanandtraditionalownerofthepark.HelivesinthelocalcommunityofMutitjuluandisaSeniorGuidewithUluruAboriginalTours.SammyisaDirectorandChairoftheMutitjuluCommunityAboriginalCorporation,andamemberoftheCentralLandCouncil.

Table 7: Uluru–Kata Tjuta National Park Board of Management

Chair MrSammyWilson(traditionalownernominee)

Members MrStephenClyne(traditionalownernominee)

MrHarryWilson(traditionalownernominee)

MrVincentNipper(traditionalownernominee)

MsJudyTrigger(traditionalownernominee)

MsDaisyWalkabout(traditionalownernominee)

MsKunbryPeiPei(traditionalownernominee)

MsReneKulitja(traditionalownernominee)

MrJohnKing(MinisterforTourismnominee)

DrSueJackson(MinisterfortheEnvironmentnominee)

MrGrantHunt(NorthernTerritoryGovernmentnominee)


3

MembersoftheUluru-Kata TjutaNationalParkBoardofManagementgatherforaquarterlymeetinginthepark. (Photo:ParksAustralia)

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22

Getting to know the South-east Commonwealth Marine Reserve NetworkIn2015ParksAustraliainpartnershipwiththeSouthEastTrawlFishingIndustryAssociationandtheAustralianFisheriesManagementAuthorityestablishedapilotonlinetrainingcourseforcommercialfishersoperatingintheSouth-eastCommonwealthMarineReservesNetwork.Thecourseprovidesinformationtocommercialfisherstoimproveunderstandingofmarinereservesintheregion,andthefishingactivitiesthatareallowedandprohibitedinthesereserves.

ThecourseisintendedtodeliveronanumberofelementsoftheSouth-eastNetworkmanagementplanincludingtobetterengagewiththiskeystakeholdergroupandsupportsustainableuseofmarinereserves.

ThetrainingencouragesvoluntarycomplianceandstewardshipintheSouth-eastNetwork,helpsfisherstoavoidstrayinginadvertentlyintoareaswherefishingisnotallowedandpromotesawarenessofthevaluesofthereserves.Trainingfortheaccreditedcourseisdeliveredthroughthreeonlinemodulesfisherscanconvenientlycompleteattheirowntimeandpace.

Thecourseisageneralintroductiontomarinereserves,anoverviewoftheSouth-eastNetworkwithspecificinformationabouttherulesforcommercialfishing.Itincludesquizzestoencourageretentionandinteractiveexercisestohelpfishersfindwheretoaccessmapsofthereservesandotherinformation.

Fiftycommercialfishershavecompletedthecoursesinceitwaslaunchedatthebeginningof2016.Thefocusnowwillbetopromotethecourseandencouragemorecommercialfisherstotakepart.

ThistrainingispartofasuiteofmeasuresusedintheSouth-eastNetworktobroadenunderstandingofthereserves,andcomplementsthehighlysuccessfulCMRAlertService.

CASE STUDY 3

Screenshotoftheonlinetrainingtool

27Organisationalstructure

3


29

AnnualPerformanceStatement 4


Annual Performance StatementOurannualreportisthemajormechanismtheDirectorofNationalParksusestocommunicateoutcomesfromournaturalandculturalheritagemanagementprioritiesandresultareasforthefinancialyear.Inaddition,ParksAustraliareportsquarterlytotheBoardsofManagementofthejointlymanagedparksonprogresstowardsimplementingactionsandstrategiesinthemanagementplans.WealsoreportatleasttwiceyearlytotheSouth-eastCommonwealthMarineReservesNetworkForumonprogressofmanagementplanactions.

TheDirectorofNationalParksisacorporateCommonwealthentityoperatingundertheEnvironment Protection and Biodiversity Conservation Act 1999 (EPBCAct)toadministerandmanageCommonwealthreserves(nationalparks,botanicgardensandmarinereserves).Thesereservesinclude:

• Booderee,KakaduandUluru-Kata Tjutanationalparks,whichareeachjointlymanagedwiththeirAboriginaltraditionalowners.KakaduandUluru-Kata TjutanationalparksareWorldHeritagelisted

• nationalparksintheAustralianterritoriesofNorfolk,ChristmasandCocos(Keeling)Islands

• theAustralianNationalBotanicGardens,whichisamajornationalinstitutionfortheconservation,appreciationandstudyofAustralianplants

• CommonwealthmarinereservesnetworksintheSouth-east,South-west,North-west,NorthandTemperateEastmarineregionsandtheCoralSeaMarineReservecoveringanareaofover2.8millionsquarekilometresofrepresentativemarineecosystemsinCommonwealthwatersaroundAustralia.

Enhanced Commonwealth performance frameworkOurportfoliobudgetstatements,corporateplanandannualreportthatincorporatesourannualperformancestatementprovidethegovernmentandtheparliamentwithdetailedinformationaboutouractualfinancialandnon-financialperformance,andforecastfutureneedsandexpectations.EstablishedunderthePublic Governance, Performance and Accountability Act 2013(PGPAAct)andRule,theenhancedCommonwealthperformanceframeworkprovidesaclear,logicallinkbetweenthesethreekeydocuments.

Portfolio Budget Statements 2015-16Thesestatementsdetailbudgetinitiativesandappropriationsagainstspecificoutcomes(keyperformanceindicators)andoutputs(deliverables).Theannualreportcompletesthebudgetcyclebyreportingontheseoutcomesandoutputsinthefinancialyearunderreview.

4

31

TheDirectorofNationalParkswasincludedinthedepartment’s2015-16portfoliobudgetstatementsandcontributestotheachievementofOutcome1:

Conserve, protect and sustainably manage Australia’s biodiversity, ecosystems, environment and heritage through research, information management, supporting natural resource management, establishing and managing Commonwealth protected areas, and reducing and regulating the use of pollutants and hazardous substances.

TheDirectorcontributestomeetingthisoutcomethrough:

Conservation and appreciation of Commonwealth reserves through the provision of safe visitor access, the control of invasive species and working with stakeholders and neighbours.

TheDirectorofNationalParksprogrammeobjectivesaslistedintheportfoliobudgetstatementsare:

• toprotectandconservethenaturalandculturalvaluesofCommonwealthreserves

• tosupporttheaspirationsoftraditionalownersinmanagingtheirlandandseacountry

• tocontributetosocial,economicandlocalcommunitywell-beingwhileprotectingnaturalandculturalvaluesofCommonwealthreserves

• toofferworldclassnaturalandculturalexperiences,enhancingAustralia’svisitoreconomy.

Theperformanceinformationforestablishedprogrammesthatarereportedinourstatementhasastrategicfocusandreadacrosstoourcorporateplan.

Director of National Parks Corporate Plan 2015 – 2019In2015,theDirectorpresentedtheinauguralDirector of National Parks Corporate Plan 2015-2019asrequiredunderparagraph35(1)(b)ofthePGPAAct.TheplanwaspreparedinaccordancewiththePGPARule.TheplanwasadditionallyscrutinisedbytheAustralianNationalAuditOfficeinitsreportCorporate Planning in the Australian Public Sector (August2016).TheOfficefoundthattheDirectorofNationalParksmadeasolidstartinimplementingthecorporateplanrequirementsunderthePGPAActandRule.

ThecorporateplanistheprimaryplanningdocumentoftheDirectorofNationalParksandParksAustralia.Itincorporatesthekeyperformanceindicatorsanddeliverablesundertheportfoliobudgetstatements,andissupportedbysystemsandprocessesinplaceformonitoringachievements.

Allresultareasinthecorporateplan,togetherwithbusinessasusualactivities,arereflectedinoperationalplansforeachparkandsectionofParksAustralia.Allocationofactivitiestodelivertheoutcomesintheseplansarereflectedinindividualperformanceagreementswithourstaff.

Annualperformancestatement

4


In2015-16fourgoalsformedthefoundationofthecorporateplanandrepresentedParksAustralia’slongtermobjectivesandthelogicforplanningandreportingacrosstheagency.Thethree‘waysofworking’setouthowwewillachievethegoals.Thediversityoftheplaceswemanageandtheaspirationsofthetraditionallandownersandpartnersmeansthatoutcomesmaybedeliveredindifferentways,indifferentplaces.

Table 8: Our vision, goals and objectives

VisionHealthy and resilient parks, gardens and marine reserves that protect nature and culture and are valued and enjoyed by the community now and into the future.

Goals and objectives

RESILIENT PLACES AND ECOSYSTEMS

MULTIPLE BENEFITS TO TRADITIONAL

OWNERS

ECOLOGICALLY SUSTAINABLE USE

AMAZING DESTINATIONS:

Toprotectandconservethenaturaland

culturalvaluesofCommonwealth

reserves

Tosupporttheaspirationsof

traditionalownersinmanagingtheir

landandseacountry

Tocontributetosocial,

economicandlocalcommunitywell-beingwhileprotectingnaturalandculturalvaluesofCommonwealth

reserves

Toofferworldclassnaturalandculturalexperiences,enhancing

Australia’svisitoreconomy

Ways of working

EVIDENCE BASED MANAGEMENT

PARTNERSHIPS AND CO-INVESTMENTS

RESPONSIVE ORGANISATION

Evidenceaboutperformanceinmanagingourplacesisusedtoadaptandmakedecisionsaboutimprovingourmanagementactivities

Partnershipsand co-investmentssupportdeliveryofinnovativeprogrammeswhichcontributetothe

achievementofourgoals

ParksAustraliaisanefficientandeffectiveagency

supportedbygoodbusinesssystems

Annual Performance Statement 2015-16Section39ofthePGPAActrequiresCommonwealthentitiestoprepareannualperformancestatements.2015-16isthefirstyearthisstatementisrequiredtobepresentedintheannualreport.Theaimistoprovideaclearlinkbetweenourplannedperformanceforthefinancialyearasoutlinedinourcorporateplan,andouractualperformanceoverthefinancialyear,aspresentedinourannualreport.

Theannualperformancestatementbringstogetherrelevantnon-financialperformanceinformationintothischapter,muchasthefinancialstatementconsolidatesfinancialperformanceinformationinChapter6.Thestatementcertifiestheactualperformanceagainsttheportfoliobudgetstatementsandthecorporateplan,presentsresultsagainsttheperformancemeasurementcriteriaandprovidesananalysisofwhatweachievedandfactorsthathavecontributedtoourperformanceagainstthegoals.

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Theinformationpresentedintheanalysissectiondirectlyalignstothecorporateplan.Itprovidesalinktothedesiredoutcomeforthegoalorwayofworking,anoverviewofouractualperformance,thecorporateprioritiesfor2015-16and,nestedunderthecorporatepriorities,thekeyresultareasforthereportingperiod(someofwhicharealsodeliverablesintheportfoliobudgetstatements).

Inlinewithsection17(2)(b)ofthePGPARule,on20September2016theDepartment’sPortfolioAuditCommitteereviewedtheappropriatenessoftheDirectorofNationalParks’draftannualperformancestatement(non-financialreporting).TheRulerequiresthattheauditcommitteeisconfidentthattheinformationprovidedisgenerallyaccurateandbasedonsoundprocesses.On20September2016,theCommitteeendorsedthedraftDirectorofNationalParksAnnualReport2015-16:AnnualPerformanceStatementasappropriateperformancereportingunderthePublic Governance, Performance and Accountability Act 2013andRule.

INTRODUCTORY STATEMENTI,GillianSallyBarnes,astheaccountableauthorityofDirectorofNationalParks,presentthe2015-16annualperformancestatementoftheDirectorofNationalParks,asrequiredunderparagraph39(1)(a)ofthePublic Governance, Performance and Accountability Act 2013.Inmyopinion,theseannualperformancestatementsarebasedonproperlymaintainedrecords,accuratelyreflecttheperformanceoftheentity,andcomplywithsubsection39(2)oftheAct.



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Operating environmentWemadesignificantprogresstowardsourstatedgoalsandobjectivesasevidencedbytherangeofoutcomespresentedbelow,althoughsomeecologicaloutcomes–suchasthesuccessofpioneeringtranslocationprograms–willtakeanumberofyearstofullyrealise.Wewereabletodelivertheseresultsandoutcomesthroughourlong-standingandvaluedcollaborationswithtraditionalowners,andwithcommunity,scientific,technicalandtourismpartners.

Ouroperatingenvironmentcanoftenbechallenging.Mostofourparksareremoteandpronetoextremeweatherevents.Becauseofthiswecanfacelogisticaldifficultiesindeliveringourprograms.Forexample,roughseaconditionsbetweenNovember2015andMay2016meantwecouldnotsafelyreachPuluKeelingNationalParkintheIndianOceantocarryoutfieldactivities.Contingencyplanning,exploringnewoptionandimprovingpartnershipsisanessentialfeatureofourapproach.TheassistanceofBorderForce,forexample,hasrecentlygreatlyimprovedouraccesstoPuluKeelingNationalPark.

Wemadestrategicdecisionsasneededthroughout2015-16torespondtoemergingprioritiesandsupportouradaptivemanagementapproach.Ourworkprogramsremainflexiblesowecanappropriatelyadjustourfocustochangingcircumstances.Theintroductionofoperationalplansforalloftheparks,gardensandreserves,givesourExecutiveanoverviewofallprojectsandenablesittomakeproperlyinformeddecisionsonwherebesttoplaceoureffortsacrossParkAustralia’sestate.Therewerenosignificantactivitiesorchangesthataffectedtheoperationsorstructureoftheentityduringthereportingperiod.

Westronglysupportinnovation.In2015-16wepursuednewandcreativewaystodeliveroutcomesthatareeffective,efficientandcost-effective.Forexample,weuseddronetechnologytomonitorthemalapaddocksforrabbits.Wealsocommissionedresearchanddevelopmentintoacousticmonitoringtechnologyforapplicationinthemarinereserves.Thishasthepotentialtosignificantlyimprovemonitoringwhilereducingcosts.Wealsoinitiatedthinkingonnewwaystosourcefundingtosupportspecificprojectsinourparks.Progressonallofthesewillbereportedinthe2016-17annualreport.

TheDirector of National Parks Corporate Plan 2016-2020providesdetailsonthecorporateprioritiesandresultareasforthe2016-17reportingperiod.Acopyoftheplanisavailableatwww.environment.gov.au/topics/national-parks/parks-australia/publications.

TheDirectorcontributestotheDepartment’sreportingundertheRegulatoryPerformanceFrameworkforprovisionsrelatingtoprotectedareamanagementundertheEPBCAct.

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http://www.environment.gov.au/topics/national-parks/parks-australia/publications

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Performance against our goals and objectives

RESILIENT PLACES AND ECOSYSTEMS

To protect and conserve the natural and cultural values of commonwealth reserves

Performance measurement criterion Populations of threatened and significant species are increasing

Source DirectorofNationalParksCorporatePlan2015-2019

2015-16PortfolioBudgetStatements–DepartmentoftheEnvironment(p.192)

Result In2015-16ParksAustraliainstitutedamorecomprehensiveprocedureforanalysingand

reportingontrendsforEPBCActlistedspecies.Thereare122listedspeciesundertheEPBCActthatoccuronCommonwealthterrestrialreserves(thisfiguredoesnotincludespeciesthatareoccasionalorintermittentvisitors).

Figure 5: Number of EPBC listed species in each terrestrial national park

Note:ThetotalnumberofEPBClistedspeciesineachterrestrialnationalparktotals129speciesasseveralspeciesoccur inmorethanonepark.

Monitoringofparticularspeciesisprioritisedtoensurerobustdata,and2015-16saw19listedpopulationsincreaseorremainstable(approximately50percent),largelydrivenbyourincreasinguseofex situconservationtechniquesforcriticallyendangeredspecies.

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58

Booderee

Christmas Island

Kakadu

Norfolk Island

Pulu Keeling

Uluru-Kata Tjuta


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Figure 6: Proportion by category of management activities for EPBC listed species currently occurring in Commonwealth terrestrial reserves

Source of data: Parklevelmonitoringprograms

Performance measurement criterion Populations of priority invasive species are reduced



Result Similartonewdirectionsforanalysingandreportingtheoutcomeforthreatened

species,in2015-16ParksAustraliainstitutedamorecomprehensiveprocedureforanalysingandreportingontrendsforkeythreateningprocesses.Eighty-eightkeyinvasiveweedandferalanimals’specieshavebeenidentifiedfromtheterrestrialreserves.In2015-16monitoringwasprioritisedandconductedfor22ofthese.Monitoringofkeythreateningprocessesdeterminestheeffectivenessofcontrolactivitiesandisthereforeprioritisedaccordingtothemanagementactivitiesoccurringwithineachreserve.Twelvespecieshavestableordecreasingpopulations.

Figure 7: Proportion by category of management activities for EPBC listed species currently occurring in Commonwealth terrestrial reserves

Source of data: Parklevelmonitoringprograms

Feral animal control

Ex situ conservation

Fire management

Disease control

Weed control

Revegetation

Erosion control

Amphibian

Bird

Disease/pathogen

Flora

Invertebrate

Mammal

Reptile

Num

ber o

f spe

cies

BNP CINP KNP NINP UKTNP0

20

5

10

15

25

30

35

40

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Analysis of performance

OurgoalistoprotectandconservethelivingculturalandnaturalvaluesofParksAustralia’sreserves.Ourstrategyistoenhanceresilientandrepresentativeecosystemsthatprotectandconservethespeciesandcommunitieswithinthemandadequatelyreflectandrespecttheculturalvaluesthatunderpinthem.

Australia’sbiodiversityisindecline.InAustraliamorethan1,700speciesandecologicalcommunitiesareknowntobethreatenedandatriskofextinction.Variedthreatstobiodiversityincludeinvasivespecies,lossofhabitat,marinedebris,increasingshippingandclimatechange.In2015-16wedirectedsignificantresourcestowardstheprotectionandconservationoflistedthreatenedspeciesandsignificantspecies,andtowardscomplementaryprojectsthatlimitorreducethespreadofinvasivespeciesandaddressotherthreatsinthereserves.Thisongoingworktakespatienceandperseverance.Theecologicaloutcomesfromtakingactionnowmaynotbefullyrealisedformanyyears.

Monitoringprogresstowardsthisgoaloftenadifficulttask,giventhegeographicalisolation,habitatdifferencesandcomplexityofmanyoftheecosystemsinvolved.Whileweunderstandthetrajectoryofmanyofourthreatenedspeciesandthreateningprocesses,weplantocomplementthiscurrentmonitoringregimewithanadditionalsystemofecologicalhealthassessmentinthenexttwoyearstoensurecoverageisascomprehensiveandinformativeaspossible.Usingaseriesofenvironmentalindicators,thatwillspanterrestrialandmarinereserves,informationaboutecosystemhealthwillcombinewithinformationfromspeciesmonitoringprogramstogenerateadaptivemanagementresponsesintothefuture.

TheAustralianGovernmentiscommittinganextra$2million,securedbytheThreatenedSpeciesCommissioner,toboosttherecoveryofthreatenedspeciesinitsnationalparkestate.Thefundingsupports10innovativeprojectstargetingkeyspecies,habitatandthreatsacrosstheParksAustraliaestate.

In2015-16corporateprioritiestosupportachievingourlong-termoutcomesforthisgoalwereto:

• implementprojectstoreversethedeclineofthreatenedspeciesandreducetheimpactofthreats

• conducttargetedresearchandmonitoringtounderstandconservation,culturalandheritagevaluesandpressuresandtoestablishecologicalbaselinesanddetectchangeswithintheCommonwealthmarinereserves

• increaselocalcommunityinvolvementinmanagingthereservesandmonitoringconservationoutcomes


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Implement projects to reverse the decline of threatened species and reduce the impact of threats

2015-16sawParksAustraliaimplementprogramstoimprovethetrajectoryofmanyspeciesprioritisedundertheAustralianGovernment’sThreatenedSpeciesStrategy.Activitiesincluded:

• Thecatandratproofingofgreenparrot(Cyanoramphus cookii)nestingsitesintheNorfolkIslandNationalParkwascompletedandmaintainedthroughouttheyear.Theprojecthasresultedinpositiveoutcomesforthisspecies,withimmediatehigherlevelsofbreedingsuccessofgreenparrotswithinthepark.Anincreaseofapproximately50birdstothepopulationin2015wasexceededwiththeadditionofwellover100birdsintheearlymonthsofthe2016-17financialyear.

• ContinuationofworktomakeChristmasIslandcatfreefollowingpreparatorysurveysundertakeninearly2015togaugetheeffectivenessofisland-widecatcontrol,thefirstisland-widedeploymentofferalcatbaitswascompletedbetweenJuneandOctober2015.Baitswerealsolaidonallroadsandtracksontheisland,complementedbytrappingofstraycatsaroundthetownship.CameratrapmonitoringwasundertakenbetweenJanuaryandMarch2016withspotlightingrepeatedinApril.Preandpostbaitingsurveyswillbecompared.Thenextstepinthissix-yearprojectistoimplementasecondisland-widebaitingprogramanddeployothernoveltechniquesover2016tocaptureferalcatswaryofbaits.

• PostgraduateprojectsundertheNationalEnvironmentalScienceProgramme’sThreatenedSpeciesRecoveryHubaredeliveringkeybiologicalandecologicalinformationnecessaryforappropriatemanagementoftheChristmasIslandflyingfox(Pteropus natalis).Thepopulationtrendsince2012untilnowhasshowntobestable,withthe2016countfiguresindicatinganestimatedpopulationof2,000individualsonChristmasIsland,afavourableincreasecomparedtothepreviousyear’sestimate.

• Preparatoryworkandplansfortranslocationofthebrushtailedrabbitrat(Conilurus penicillatus)toFieldIslandinKakaduNationalParkarewelladvancedwiththetranslocationplannedforearly2017.

• SuccessfulcontrolofrabbitsandotherthreatsatUluru-Kata TjutaNationalParkhasproducedoneofthemostresilientmalapopulationsandgreatlyimprovesthelongtermoutlookforthespecies.Mala,asmallmarsupialhare-wallabywithreddish-orangefur,isalistedthreatenedspeciesandisculturallysignificanttothetraditionalownersofthepark.Themanagementofmala(Lagorchestes hirsutus)benefitedin2015fromarecoveryteampopulationviabilityanalysisandfutureplanningworkshop.

• TheAustralianNationalBotanicGardens‘SavingThreatenedPlantSpecies’projectisprovidingafoundationforunderstandingthecompositionandgeneticresilienceof ex situcollectionsofthreatenedplantspeciesattheGardens,toimprovetheirutilityasaresourceforresearchandfuturewildpopulationrecoveryefforts.

• PleaseseeCaseStudy4onpage44formoredetailsonthreatenedspeciesstrategyprojects.

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Additionalprogramstargetedtowardsthreatenedandsignificantspeciesmanagementin2015-16included:

• LandscapescalemanagementoffireandferalanimalsatKakaduNationalPark,asidentifiedundertheKakaduThreatenedSpeciesStrategy2014-2024,isexpectedtoleadtoanincreaseinhabitatavailableforthreatenedspeciessuchastheAlligatorRiversyellowchatandassistinreversingthedeclineofsmallmammalsseenacrossTopEndAustralia.OurworkincludeddraftingoftheKakaduFireManagementStrategy,whichreflectstheaspirationsofIndigenouspeopleandParksAustraliawithrespecttothelongtermhealthofthePark.TheStrategyincludesinformationguidanceontheimportanceofjointmanagementofearlyseasonburnsandtheresourcesrequiredtoeffectivelyrespondtolateseasonwildfires.

• ArangeofAboriginalassociationsandothertechnicalexpertsaredevelopingaproposalforanIndigenous-runsavannahburningprojectinKakaduNationalParkthatcouldbeacceptedasaneligibleoffsetprojectsbytheCleanEnergyRegulatorandgeneratecarbonabatementincome.Theyintendtomakeafuturepresentationtothepark’sBoardofManagementtotakeafurtherlookattheproposal.ParksAustraliahassupportedthedevelopmentofproposalsoveranumberofyears.

• TheendangeredCocosBuffBandedRail(Hypotaenidia phillippensis andrewsi)continuestothriveunderthereintroductionprojectatPuluKeelingNationalParkwiththebirdsselflocatingtootherferalfreeislands.OnHorsburghIsland,theoriginalfounderpopulationof39in2013hasincreasedto97inMay-June2016.Theprojectwasdevelopedthroughanapprovedrecoveryplanprocessandreceivedsubstantialsupportfromthelocalcommunity.

• ThecaptivebreedingprogramsforChristmasIsland’sbluetailskinks(Cryptoblepharus egeriae)andLister’sgeckos(Lepidodactylus listeri)hadincreasedthepopulationsontheIslandto780and540respectivelybymid2016.

• TheNationalSeedBankcontinuedtogrowitsex situconservationholdingsandcollected374newaccessionsin2015-16fromacrossthecountry.TheSeedBankdevelopedgerminationprotocolsforseedfrom15threatenedspeciesandsixspeciesofimportancetoourlandscapes.Germinationresearchwillcontinuesothatdormant,bankedseedcanbetransformedintoseedlingsorplantstoaugmentwildpopulationsorundertaketranslocation.

• FromthreeCommonwealthparksin2015-2016,theNationalSeedBankmade80collectionsofseedfrom53plantspeciesincludingfivelistedspecies,including:

AtKakaduNationalParkthetwolistedspeciespreviouslycollectedhavebeensuccessfullygrowninthepastyear

NorfolkIslandNationalParkcollectionsincludedfourlistedspecies

OnChristmasIslandNationalPark:13endemicandendangeredplantsincludingonelistedspecieswerecollected.


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• AspartofthefieldworkParksAustraliastaffweretrainedtosupportourlong-termcommitmenttoseedcollection.PleaseseeCaseStudy5onpage46formoredetailsontheNationalSeedBankactivitiesin2015-16.

• Inadditiontothesignificantresourcescurrentlyspentonin situmanagement,translocationisincreasinglyusedasaconservationtooltoensuretheongoingviabilityofrarespecies.Forexamplein2015-16,thenorthernquoll(Dasyurus hallucatus)releaseprograminKakaduhasseenthetranslocationof‘toadsmart’andcat-savvyindividualsintoKakadu’sMaryRiverregion.Wealsocompletedtranslocationof13long-nosedpotoroostoBoodereeNationalParkandcommencedtranslocationof13southernbrownbandicoots,alsotoBoodereeNationalPark.PleaseseeCasestudy2onpage14formoredetails.

• TheconstructionofasmallnurseryonPhillipIsland,partoftheNorfolkIslandNationalPark,wascompletedinDecember2015.ThishasenabledthelocalcollectionandpropagationofplantsonPhillipIsland,includingthecriticallyendangeredPhillipIslandchaffytree(Achyranthes margaretarum),toreducethebiosecurityriskofbringingplantsandsoilfromNorfolkIsland.PlantspropagatedinthenurserywillbeplantedbackontoPhillipIslandtosupporttheislandsrecoveryandthereintroductionofkeyspeciessuchasthegreenparrot.

Discoveryisakeyelementinunderstandingthescaleofdiversityinournaturalplaces.TheBushBlitzprogramhasonceagaindeliveredsolidoutcomesindiscoveringnewspecies,recordingthreatenedspecies,securingex situseedandliveplantmaterialandsupportingearlycareerresearchers.Forexample,theOxleyWildRiversBushBlitzinnorthernNewSouthWalesexpeditionresultedinthecollectionofmorethan15rareandsignificantspecies,includingsomeofthoserecentlylistedundertheThreatened Species Conservation Act 1995(NSW).Ofthesecuttings800plantshavebeenpropagatedattheAustralianNationalBotanicGardens,providingavaluableresourceforconservationandpossiblereintroduction.MonthsofdetailedidentificationworkwillbeconductedfollowingtheBushBlitzexpeditiontotheislandsandsandycaysoftheCoralSeawherescientistscollectedplantsandterrestrialandmarineinvertebrates,someofwhichmaybenewtoscienceoruniquetothereserve.

In2015-16wehavealsobeentargetingmanyofthekeythreateningprocessesthataffecttheresilienceandhealthofourhabitatsandthreatenedspecies.Notablythisincludes:

• Approvalstoproceedwiththeintroductionofayellowcrazyant(Anoplolepis gracilipes)bio-controlagentTachardiaephagus somervillei (microwasp)basedonscientificresearchwerecompletedandChristmasIslandispoisedtoreceivethebio-controlagentasearlyasNovember/December2016.Itisexpectedthebio-controlagentwillprovidealongtermcontrolofyellowcrazyantsandgreatlyreduceoreliminatetheuseofthechemicalcontrolregime.Monitoringpostreleasewillprovideevidenceaboutthesuccessofthebio-controlagentandanyenvironmentalimprovements.

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• In2015-16atotalof2,107feralanimalswereculledinKakaduNationalParkincludingbuffalo(294),cattle(91),donkeys(43),horses(653)andpigs(1,026).Themajorityofanimalswereshotfromahelicopterandasmallnumberfromaquadbike.Theshootingoccurredover13daysinAugust-October2015andApril-June2016.MeatfromculledanimalswasdistributedtoindigenouscommunitiesthroughoutKakadu.

• Regularfox(Vulpes vulpes)controlactivitiescontinuedatBoodereeNationalParkwithlittleornofoxactivityreported.

• OurannualprescribedburningprogramatUluru-Kata TjutaNationalParkhasseennosignificantwildfiresforthelastfewyears.FiremanagementisbasedontraditionalAnanguburningpractices.Thesepracticescreateamosaicofburntandlongunburntvegetation.Thisprogramwillcontinuein2016-17andbeyond.

• Uluru-Kata TjutaNationalParkbuffelgrass(Cenchrus ciliaris)controltrialswerecompleted.BuffelgrassisamajorthreattoplantbiodiversityandculturallysignificantplantspeciesusedbyAnangufortraditionaluses.Thesuccessfulcontrolmethod,usinghighintensityburningfollowedbyaspecificresidualherbicide,willnowbeusedonamuchbroaderscaletocontrolbuffelgrassinpriorityculturalandconservationsitesaroundUluru.

Conduct targeted research and monitoring to understand conservation, cultural and heritage values and pressures and to establish ecological baselines and detect changes within the Commonwealth marine reserves

• ParksAustralialedtargetedresearchandmonitoringthataimstounderstandconservation,culturalandheritagevaluesandpressures,andtoprogressestablishmentofecologicalbaselinesthatwilldetectmeaningfulecologicalchangeswithinourCommonwealthmarinereserves.

• AdraftscientificresearchandmonitoringstrategyisindevelopmentandwillbefinalisedinparallelwiththecompletionofCommonwealthmarinereservemanagementplans.ParksAustraliahasengagedcloselywiththeNationalEnvironmentalScienceProgram,theNationalMarineScienceCommitteeandotherkeyresearchstakeholderstoadvanceresearchandmonitoringpriorities.ParksAustraliaalsoengagedcloselywithresearchorganisationstoassesscoralreefassemblages(ReefLifeSurvey)inCommonwealthmarinereserves.

• ParksAustraliafundedberthsforresearchersfromJamesCookUniversitytoassesscoralbleachingduringamonthlongsurveyintheCoralSeaCommonwealthMarineReserveinMay2016.Thesurveyassessed21sitesacrosssevenreefs.Coralcoloniesinthecentralreefs(Mellish,Lihou,Coringa-Herald,Homesreefs)wereassessedat50-80%bleached,whilenobleachingwasdetectedinthesouthernreefs(Saumarez,Wreck,Kennreefs).


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• ParksAustraliahasalsoengagedtheAustralianInstituteofMarineSciencetomonitorbleachingintheNorth-westCommonwealthmarinereservesnetwork.Bleachingwasestimatedat5-10%intheMermaidReefCommonwealthMarineReserve,whileonlynegligiblebleachingwasobservedatAshmoreReefandCartierIslandCommonwealthMarineReserves.

• OnebaitingandmonitoringfieldtriptocontroltropicalfireantsatAshmoreReefCommonwealthMarineReservewascompleted.Planningisunderwayforfurtherbaitingandmonitoringeachyear.Thereisencouragingpotentialforpartneringwithvolunteerstosupportimplementationoftheprogram.

• Marinedebrisisaconstantthreattomarinelifeandseabirdsinthereserves.AfieldtripwasundertakenintheCoralSeatoassessmarinedebrisbothatseaandonislandsandcayswithaviewtoestablishinganunderstandingofbaselinelevelsofmarinedebrisanditssource.Thiswillsupportinitiativesinthewiderregiontoaddressthesourcesofmarinedebris,andminimisethepotentialforimpactsonwildlifeincludingingestionandentanglement.Twotonnesofmarinedebriswascollectedfrom12islands,inamajorpartnershipinvolvingparticipantsandcontributionsfromeightinstitutions.Removingsuchalargeamountofdebrisbeforeitfragmentsandentersthesandandoceanbenefitswildlifebothinthewaterandonland.PleaseseeCaseStudy1onpage4formoredetails.

• OntheothersideofAustralia,theAustralianBorderForceandOceanShieldjoinedParksAustraliastaffforabeachclean-upatPuluKeelingNationalPark.Twenty-threebagsofshorelinedebriswerecollectedcomprisingplasticbottles,rope,fishinglineandthongs.

Increase local community involvement in managing our reserves and monitoring conservation outcomes

LocalcommunitiesandvolunteersfromallwalksoflifearevaluablepartnersinhelpingParksAustraliaachievenaturalandculturalconservationoutcomes.

• In2014-15archaeologicalknowledgeandexpertisewasprovidedtoKakaduparkstaff,traditionalownersandneighbouringrangergroupsfollowingactionsfromtheAn-garregen(KakaduNationalParkCulturalHeritageStrategy).Trainingincludedlearningandpracticingtechniquesinrecordinganddatacollection,reviewingpreviousinterventionsandconsideringbestpracticeconservationandmaintenancetechniques.In2015-16,KakaduNationalParkcontinueditsprogramofrockartmonitoringand on-countrywalkswithIndigenouscommunitiesidentifyingandlookingatart.

• BushBlitzissupportingQuest-a-Game,amobileapplicationbasedcitizensciencegame,throughtheNationalScienceWeekschoolscompetitiontohighlighttheimportanceofcitizenscienceincontributingtospeciesdataandspeciesdiscovery.

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• InpartnershipwiththeCanberraOrnithologicalGroup,asurveyoflandbirdswasconductedonPhillipIslandinDecember2015.Thiswasthefirstoccasionsuchasurveyhadbeenundertakensincetheremovalofrabbitsfromtheislandinthe1980sandsubsequentrecoveryofthevegetation.PriortotheremovalofrabbitsandtherevegetationoftheislandtherewerenolandbirdspresentonPhillipIsland.TherecentsurveyrecordedninespeciesoflandbirdsnowonPhillipIslandincludingfournative(silvereye,sacredkingfisher,welcomeswallow,nankeenkestrel)andfiveintroducedspecies,althoughnoneoftheintroducedspecies(sparrows,greenfinches,starlings,blackbirdsandferalpigeons)wereassessedashavinganysignificantimpactsonthevaluesoftheisland.Twofurtherspeciesthatwerenotrecordedinthesurveyhavebeenrecordedbyourrangersinthepast12months–thePacificemeralddoveandtheendangeredNorfolkIslandboobookowl.Atotalof11(sixnative)speciesoflandbirdsarenowutilisingPhillipIsland.TherecentsurveywillformanimportantbaselinetothecontinuedrecoveryoftheislandandrecolonisationbyotherspeciesfromNorfolkIsland.

• TheNationalSeedBanksuccessfullymanagedtwoprogramsof15volunteerseach.Thevolunteerscontributedtoex situconservationofAustraliannativeplantsbyassistingwithseedcollectionandcuration.NationalSeedBankvolunteersalsoassistedwithseedbiologyresearchresultinginpublishedprotocolsforconservationandgerminationofanendangeredspecies.

• TheCentreforAustralianNationalBiodiversityResearchcontinuedtomaintainanactivevolunteerprogram,whichsawincreasedandimprovedvolunteerengagementinactivitiesacrosstheHerbariumandpartsoftheAustralianNationalBotanicGardensin2015-16,includingnewprojectsliketheLiveCryptogramDisplayintheGarden’sVisitorInformationCentre.TheVolunteerBotanicalTrainingProgram(formerlytheinternshipprogram)isinits24thyear.

• In2015-16ReefLifeSurvey,inpartnershipwithParksAustralia,surveyedfishandinvertebratebiodiversityinsixmarinereserves:theOceanicShoals,Arafura,Arnhem,Wessel,GulfofCarpentariaandWestCapeYorkintheNorthCommonwealthMarineReservesNetwork.ThesesurveysareundertakenbyhighlytrainedvolunteersandresearchersaspartofanactivecitizenscienceprogramrunbyReefLifeSurvey.


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The threatened species challengeWeworkcloselywiththeThreatenedSpeciesCommissionerGregoryAndrewsandhisteamontheThreatenedSpeciesStrategy–tryingtoreversethedeclineofbirds,mammals,reptilesandplants.

TheStrategysetsambitioustargetsfor20threatenedbirds,20threatenedmammalsand30threatenedplantsby2020aswellastacklingthethreatofferalcatsandimprovingrecoverypractices.

InourparksweprotectsixoftheStrategy’stargetbirdpopulations,theChristmasIslandfrigatebird,white-throatedgrasswren,AlligatorRiversyellowchat,NorfolkIslandgreenparrot,NorfolkIslandboobookowlandtheeasternbristlebird.Wealsoprotecttwomammalspecies,theChristmasIslandflyingfoxandmalaandtwotargetedplantspecies,theKakaduhibiscusandtheMagentalillypilly.

Inadditiontoarangeofexistingmanagementprograms,anextra$2millionofAustralianGovernmentfundinghasbeensecuredbyThreatenedSpeciesCommissionertofund10projectstoboosttherecoveryofourthreatenedspecies,whichincludesseveralferalcateradicationorcontrolprogramsacrossourreserves.

Norfolk Island Green Parrot

ThecriticallyendangeredNorfolkIslandgreenparrot(Cyanoramphus cookii)hasbeenthetargetofintensivemanagementinvolvingconstructionof80predator-proofnestsites,monitoringchicksurvival,andexpansionofthepark’srodentbait-stationnetwork.Thepopulationisrecoveringwithadoublinginthenumberofchicksfledgingfrom2013–14to2014–15.Thecurrent2015–16breedingseasonhasseenacontinuationofthistrend.

CASE STUDY 4

20 BIRDS BY 2020

TheendemicNorfolkIslandgreenparrotishavingimprovedbreedingsuccessinresponsetoworkundertakenbytheteamofstaffatNorfolkIslandNationalPark(Image:AbiSmith)


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Mala at Uluru-Kata Tjuta National Park

Uluru-Kata TjutaNationalParkprovidesoneoffourmainlandferal-freesafehavensfortheendangeredmala(Lagorchestes hirsutus).MalanumbersatUluru haveincreasedfrom25toaround300overthepast10years.We’vealsorecentlycelebratedthesuccessofarabbiteradicationprogram,withnosignofrabbitsinthe170hectaremalaenclosureforoversixmonths.

Christmas Island cat eradication

WeareundertakinganambitiousplantoeradicateferalcatsfromChristmasIsland.Thefirstisland-widedeploymentofEradicat®feralcatbaitswassuccessfullycompletedinlate2015,withover17,000baitsdeployed.Thiswillbenefitanumberofthreatenedspecies,includingtheChristmasIslandflying-fox,ground-nestingseabirdsandnativereptiles.

AferalcatcapturedtakingachickonChristmasIsland (Image:ParksAustralia)

TACKLING FERAL CATS

20 MAMMALS BY 2020

TherehasbeensignificantbreedingsuccesswithendangeredmalaatourUluru cat proof enclosure(Image:StanleyBreeden)

45Annualperformancestatement

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Plant conservation: Ex situ support at the National Seed Bank - Australian National Botanic GardensCommonwealthParksandGardenscontainmanylistedthreatenedandsignificant(forexample,culturallysignificant)nativeplants.Whilstouraimistoprotectandmanagethesespeciesin situ(intheplacewheretheynaturallyoccur),theyaresusceptibletoeventssuchasfire,drought,cyclones,pestorweedinvasions.Storageofplantseedsinconservationseedbanksisaneffectivewaytosupportin situmanagement.Seedbanksstoreseedsex situ(offsite)undercontrolledenvironmentalconditionstoextendtheirlongevitytohundreds,sometimesthousands,ofyears.

Thesecollectionsprovidesecurityaswellasplantmaterialforresearchintothebiologyandhorticulturalproductionofspeciestoimprovetheirsurvivaltrajectories.ThisisoneofthereasonswhytheAustralianGovernment’sThreatenedSpeciesStrategyisaimingtobankseedofallknownthreatenedplantsby2020.

Startingin2012-13,stafffromtheNationalSeedBankattheAustralianNationalBotanicGardenshavebeenworkingwithnaturalresourcemanagers,rangersandtraditionalownersofallCommonwealthterrestrialreservestotrainandassisttheminseedbankingactivities.In2015-16,80seedcollectionsweremadefrom53species,includingfivelistedspecies.Achievingthesecollectionsrequiredfourfieldtrips,mostlytoremotelocations,and33daysinthefieldatChristmasIsland,NorfolkIslandandKakaduNationalParks.

CASE STUDY 5


JennyHunter,KakaduRanger,collectingHibiscus brennaniiseedsinKakaduNationalPark (Photo:ParksAustralia)

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Hibiscus brennanii,onlyfoundinKakadu,isoneof30plantsthathavebeengivenhighpriorityforrecoveryactionsbytheThreatenedSpeciesCommissionerandtheAustralianGovernment(Photo:ParksAustralia)

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Seedbankingisascientificprocesswhichinvolves,foreachspeciescollected:

• thecreationofherbariumvoucherspecimenstorecordthelocality,collectioneventandverifyspeciesidentity

• collectionofseedsfrommultipleparentplantstoensuregeneticdiversity

• collectionofseedattheoptimumtimeintheirdevelopmenttoensuremaximumseedmaturity

• carefulhandlingandstorageofseedtoensureongoingviability

• methodicalprocessingandregistrationofseedtodeterminethe:

quantity(number)ineachcollection, purity(amountofseedversusotherplantmaterial), averagesizeofseeds(massingrams) percentagefill(proportionoffilled,likelyviable,seeds)

• researchandlaboratorytestingtodeterminethedormancyalleviationandgerminationrequirementsofeachspeciesand/orcollection.

Undertakingthemanyscientificstepsinvolvedinseedbankingallowsthehighestpossiblegermination,andthereforemostefficientseeduse,fortranslocationactivitiesorsupplementingexistingpopulations.OverthecomingyearsweplantobankseedanddevelopseedbiologicalknowledgeforallpriorityplantspeciesinCommonwealthterrestrialreserves.WearealsofundraisingtobuildanewseedbankfacilityasoutlinedintheAustralianNationalBotanicGardensMasterPlan.

FurtherinformationontheNationalSeedBankisavailablefromourwebsiteatwww.anbg.gov.au/gardens/living/seedbank/


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http://www.anbg.gov.au/gardens/living/seedbank/


MULTIPLE BENEFITS FOR TRADITIONAL OWNERS

To support the aspirations of traditional owners in managing their land and sea country

Performance measurement criterion Increase in the numbers/percentage of Indigenous staff and/or contractors directly

or indirectly providing park services



Result Overall,Indigenousemploymentlevelshaveincreasedinrecentyears.In2015-16,116

(23.5percent)ofallParksAustraliaongoingandnon-ongoingemployees(includingcasuals)identifiedasAboriginalorTorresStraitIslander,upfrom70(17.5percent)in2014-15and65(16percent)in2013-14.Theaverageindigenousemploymentlevelacrossourjointlymanagedparksisahealthy47percent,10percenthigherthanin2013-14.Furtherworkin2016-17willestablishemploymentpolicieswhichwillassistinincreasingIndigenousemploymentopportunities.

InadditiontoIndigenousstaffandcontractorsdirectlyemployedbyParksAustralia,wealsoretainIndigenouscontractorsundertheAustralianGovernment’sCommonwealthIndigenousProcurementPolicythatcommencedon1July2015.Detailsof2015-16procurementsarereportedintheDepartment’sannualreportthatisavailableat www.environment.gov.au/about-us/accountability-reporting/annual-reports.

Source of data: DepartmentalEmployee/ManagerSelfServicestatisticsandIndigenousProcurementregisterdata.ItisvoluntarywhetherstaffidentifyasIndigenousonthedepartment’sEmployeeSelfServicesystem.

Analysis of performance Ouroutcomeforthisgoalisthattraditionalownersreceiveameasurableeconomicbenefitandameasurablecultureandcountrybenefitfrommanagementoftheirlandandseacountry.

Jointmanagementhasbeenoperatingforover30years.TheJointManagementFuturesProjecthasworkedwithtraditionalownersinKakaduandUluru-Kata Tjutatoagreeonhowwewillworktogethertoincreasearangeofemploymentoptions,improveopportunitiesfortraditionalownerstodirectconservationmanagementontheirlandandwherepossiblegenerateadditionaleconomicopportunitiestosupportself-determinationandreconciliation.

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http://www.environment.gov.au/about-us/accountability-reporting/annual-reports

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In2015-16wecontinuedtouseourpurchasingpowertogenerateeconomicactivityforIndigenouspeopleandtraditionalowners.InadditiontoongoingmajorcontractsformaintenanceactivitiesinBoodereeandKakadu,ourBushBlitzexpeditionshavebeenwelcomedonover15Indigenousowner-managedpropertiesandhaveinvolvedover 10differentIndigenousrangergroupsandnumeroustraditionalowners.


• workwithtraditionalownerstounderstandcontemporaryaspirationsforjointmanagementandsupportthemtoachievetheseaspirations

• conducttargetedresearchanalysisandmonitoringtounderstandtheeconomic,socialandculturalbenefitsofjointmanagement,establishbaselinesandmonitorandreportonchanges

Work with traditional owners to understand contemporary aspirations for joint management and support them to achieve these aspirations

• On26October1985hundredsofpeoplewitnessedAustralianGovernor-General SirNinianStephenpresentthetraditionalownerswiththetitledeedstoUluru-Kata Tjutaataceremonyatthebaseoftherock.Thetraditionalownersthensigneda 99yearagreementwiththeAustralianGovernmenttojointlymanageUluru-Kata Tjuta asanationalpark.Overayearintheplanning,weeklongcelebrationswereheldatUluru-Kata TjutainOctober2015tomarkthe30thanniversaryofthehandback.TherewereanumberofmovingspeechesmadebythedescendantsofthosewhofoughtforthereturnofUluru-Kata Tjuta.TheanniversarycelebrationsheldinUluru-Kata Tjuta NationalParkreceivedwidespreadandpositivemediaattention.PleaseseeCaseStudy6onpage51formoredetailsontheanniversaryofhandbackcelebrations.

• OpportunitiesforlocalemploymentandIndigenousenterprisesinthethreejointlymanagedparkswereprogressed.WeworkedwithtraditionalownersinKakaduandUluru-Kata Tjutatoidentifyemploymentpathwaysandnewwaysofworking.Forexample,inUluru-Kata Tjuta,actionsincludedprovidingopportunitiesforyoungpeopletospendtimeoncountrywithelders,learningaboutcultureandcountrythatwillbuildconfidenceandknowledgeforthemtobecomethetourguidesandrangersofthefuture.Additionally,ParksAustraliafundstheMutitjuluCommunityRangerprogramthatengages120membersofthecummunitytoassistinthemanagementoftheparkandon-groundactivities.

• TwonewIndigenoustraineeswererecruitedtoUluru-Kata Tjuta in 2015-16 commencingtheiraccredited18monthtraineeships.InKakadu,oneIndigenoustraineewillcontinuetheirtraineeshipwiththeparkuntil2018.TraineeshipssupportcapacitybuildinginIndigenouscommunities,supportingtheobjectivetoincreasetraditionalowneremploymentinthejointlymanagedparks.TheNationalSeedBankprovidedseedcollectionandprocessingtrainingfortraditionalownersandIndigenousrangersatKakaduNationalParktoassistwithex situconservationefforts.


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• InafirstforanyAustraliannationalpark,BoodereeNationalParkbeganaspecialmeasuresprocesstorecruitanexperiencedIndigenouslandmanagerandleadertooverseeallofitsoperations.Theparkmanager’sappointmentispartofanewpolicyatBoodereeNationalParktoboostIndigenousemploymentthroughtheuseofspecialmeasurestorecruitparkstaff.SpecialmeasuresprovisionsareusedintheAustralianPublicServicetoallowforthetargetedrecruitmentofAboriginalandTorresStraitIslanders.

• ServicelevelagreementswiththeWreckBayAboriginalCommunityCouncilcontinuedaspartoftheiraspirationstomovetosolemanagementofthepark.TheDirectorofNationalParksandtheCouncilhaveaServicesContractinplacefortheProvisionofServiceswithinBoodereeNationalPark.UndertheServicesContracttherearefiveServiceLevelAgreementsforthemaintenanceandupgradeofroadsandtracks,infrastructuremaintenance,groundsmaintenance,cleaningservicesandentrystationoperations.In2015-16theDirectorpaidWreckBayCommunityCouncil$1.56millionaspartofher10year$22millioncontractwiththeCouncilforoutsourcedparkservices.

• PreparationscommencedforanIndigenousforumplannedforAugust2016toconsideroptionsforIndigenousengagementinthemanagementofCommonwealthmarinereserves.TheforumwillseekIndigenousgroups’inputonthedevelopmentofmanagementarrangementsforthemarinereservesandexploreapproachesandopportunitiesforIndigenousgroupstoparticipateandadviseonmanagement.

Conduct targeted research analysis and monitoring to understand the economic, social and cultural benefits of joint management, establish baselines and monitor and report on changes

• AnoutcomefromtheJointManagementFuturesprojectincludestargetsfortraditionalowneremploymentineachparkandworkisprogressingtobetterrecordandreportonthesetargets.In2016-17wewillexplorewiththeDepartmentofPrimeMinisterandCabinetandotherareasoftheDepartmenthowbesttodevelopourapproachtoevaluatingandmonitoringthesocio-economicbenefitsofjointmanagement.

• Throughactivelyengagingtraditionalownerworkinggroups,theJointManagementFuturesprojectrespondedthroughchangesinBoardofManagementgovernancearrangements,toempowertraditionalownerBoardmembersandprovidethemwithcleareradvicetounderpintheirdecisions.

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A day to remember: 30th Anniversary of Handback26October2015markedthecommemorationofthe30thanniversaryofthepark’shandbacktotheAnangu,itstraditionalowners.LeadinguptotheanniversarycelebrationseducationalpresentationswereheldwithajointmanagementdisplayattheCulturalCentrewhilepostersandprogramswereproducedinbothEnglishandPitjantjatjaraanddistributedwidely.TherewasintensemediainterestintheoccasionandinvitedguestsincludedmanywhohadbeeninvolvedinjointmanagementandthelongstruggletoseethetitledeedshandedtoAnangu.

TheMutitjulucommunitywelcomedvisitorsforararecommunityopendayon24October.ThatnightwithAnanguapprovalandtohighlightthejointUNESCOlistingsoftheparkandtheUnitedNations70thanniversary,theUNlogowasprojectedontoUluru.

Over1,500peopleattendedaconcertattheTalinguruNyakunytjakuSunriseviewingareathenextdaywheretheCentralAustralianWomen’sChoir,ShaneHoward,DanSultanandlocalbandsperformed.Acommunitymarketdayandfoodfestivalleduptotheconcert.

On26Octobertheformalceremonytookplaceattheoriginalhandbacksiteattendedbyaround500peoplewithspeakersincludingtraditionalowners,NTAdministratorJohnHardy,MinisterforIndigenousAffairsNigelScullionandLaborLeaderBillShorten.Framedphotographsofthe1985ceremonyweregiventorepresentativesofkeyfamiliesinvolvedinthehandbackprocessandatraditionalinma(culturaldanceandsong)concludedthemorningceremony.PastandpresentAnanguBoardchairsthengaveaspecialpresentationtoparkvisitorsatthepark’sculturalcentreandtheaudienceincludedafewofthelawyersandanthropologistswhohadbeeninvolvedintheoriginalceremony.

Itwasaweekendfullofemotionformanypeopleandmorethanayearintheplanning. ToarrangetheanniversarytheUluru-Kata TjutaNationalParkBoardofManagementformedasteeringcommitteetoplananddelivertheevent.Morethan30meetingstookplacebetweentraditionalowners,theMutitjuluCommunityAboriginalCorporationandParksAustraliatocreatetheprogram.ThecommunityconsultationmethodfortheeventisnowusedtoincreaseindigenousengagementattheUluru-Kata TjutaCulturalCentrewiththeaimtomakeallactivitiesacelebrationofjointmanagement.

CASE STUDY 6

Activitiesandpresentationsheldtocelebratethe30thanniversaryofhandbackofUluru-Kata Tjuta to Anangu(Photos:ParksAustralia)


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ECOLOGICALLY SUSTAINABLE USE

To contribute to social, economic and local community well-being while protecting natural and cultural values of commonwealth reserves

Performance measurement criterion

Number of natural and cultural management incidents reported

Source

DirectorofNationalParksCorporatePlan2015-2019

Result

Naturalmanagementincidentsinvolvenegativeincidentsrelatingtospeciesandcommunities,extremeenvironmentalconditions,conservation,andlandmanagement.In2015-16atotalof14naturalmanagementincidentswerereportedmainlyrelatingtodeceasedanimals,floodandfire.Therewerenoculturalmanagementincidentsreportedin2015-16.Thisrepresentsasignificantdecreasefrompreviousyears (in2013-14,atotalof37incidentswerereported,in2014-15,40incidentswerereported).Notingthisvariationin2015-16,in2016-17wewillconsiderimprovementstoreportingofnaturalandculturalincidents,includingreviewingthesystemstomakeitaseasyaspossibleforstafftoreportincidents,particularlythoseinremotelocations,togetherwitharenewedfocusonraisingawarenessofreportingrequirementsandwhatconstitutesareportablenaturalorculturalincident.

Source of data: NaturalandculturalmanagementincidentsasrecordedintheParksAustraliaIncidentRegister.


OuroutcomeforthisgoalisthatactivitiesinCommonwealthreservescontributetothesocial,economicandlocalcommunitywell-beingwhileprotectingnaturalandculturalvaluesandmeetingenvironmentalstandards.

IntheSouth-westNetworkofmarinereservesweprogressedseveralnewinitiativestokeepusersinformedofrelevantmanagementarrangements,suchason-linetraining,newsignsandcommercialfishingsurveys.WealsocontinuedothermeasuressuchastheCMRAlertServicethatcontinuestobesuccessfulinreducingnon-complianceonthewaterbyhelpingfisherstodeterminelocationofmarinereserveboundariesandrules.

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Alltheterrestrialreservesnowhavemanagementplansinplace.Thisprovidescertaintyforourusersandvisitorsofmanagementarrangementsthatsupportecologicallysustainableuse(pleasesee‘ResponsiveOrganisation’onpage77formoredetails).

In2015-16ParksAustraliacontinuedourcommitmenttoprovidingquality,timelybaselineinformationonspeciestoassistdecision-makersinParksAustralia,theDepartmentandallAustraliannaturalresourcemanagementmanagerstodetermineecologicallysustainableuse.OurbiodiversityknowledgebaseiscontinuallyupdatedandscientificallyassuredthroughanongoingcollaborationbetweentheAustralianNationalBotanicGardens’NationalSeedBankandBiodiversityInformaticsteams,theDepartment’sAustralianBiologicalResourcesSurveyandtheCentreforAustralianNationalBiodiversityResearch.TheCentreisjointlymanagedbytheCommonwealthScientificandIndustrialResearchOrganisation(CSIRO)andtheAustralianNationalBotanicGardens.

In2015-16ourcorporateprioritiestosupportachievingourlong-termoutcomesforthisgoalwereto:

• ensurethatmanagementarrangementsforCommonwealthmarinereservesreflectgenuineandthoroughconsultationwithstakeholdersandareinformedbythebestavailablescience

• provideCommonwealthmarinereserveuserswithaclearunderstandingofmanagementarrangements

• developprinciplestosupportecologicallysustainableusewithinourplaces.

Ensure that management arrangements for Commonwealth marine reserves reflect genuine and thorough consultation with stakeholders and are informed by the best available science

• ParksAustraliastaffprovidedtheSecretariatforanindependentCommonwealthMarineReservesReview,chairedbyProfessorColinBuxtonandMrPeterCochraneandwithaScientificPanelledbyAssociateProfessorBobBeeton.Consultationundertakenbythepanelswasextensiveandincludedover260stakeholdermeetingsconductedinfiveregions,aroundofpublicsubmissionsandanonlinesurvey.ThereviewwillprovidethebasisforandinformpublicconsultationsonthedraftingofnewmanagementplansthatwillbedevelopedbytheDirectorofNationalParks1.

1 On5September2016theindependentCommonwealthMarineReservesReviewwaspubliclyreleasedandtheNoticeofIntentprocesscommencedasthefirststeptowardsdevelopingmanagementplansfortheSouth-west,North-west,NorthandTemperate-eastCommonwealthMarineReservesNetworksandfortheCoralSeaCommonwealthMarineReserve.


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Commonwealth marine reserve users have a clear understanding of management arrangements

• Protectionofnaturalandculturalvalues,whileallowingforecologicallysustainableuse,isatthecoreofmanagementarrangementsforourreserves.TheEPBCActandRegulations,andmanagementplanssetoutmanagementzoning,allowed,allowableandprohibitedactivities,supportedbyrelevantpolicyguidancedevelopedbyParksAustraliaandtheDepartment.ParksAustraliaincludesarangeofconditionstoregulatedactivitieswhenissuingpermits,approvals,orclassapprovals(formarinereserves).Managementarrangementsprovidecertaintyforuserswhileretainingflexibilitytoadapttoemergingevents,issuesandmanagementpriorities.

• Non-compliancewiththeEPBCAct,Regulations,managementplansorconditionsapplicabletopermits,approvalsorclassapprovalshasthepotentialtoimpactonthenaturalandculturalvaluesthatthereserveswereoriginallyestablishedtoprotect.TheDirectortakescomplianceandenforcementveryseriously,takingstepstoactonincidentsofnon-complianceinastrategicandappropriatemanner.PleaseseeChapter5page94fordetailsoncomplianceandenforcementactionsinthereservesin 2015-16.

• Anonline,accreditedtrainingcoursewasestablishedinJanuary2016todelivertargeted,sector-specificinformationtocommercialfishersabouttheSouth-eastCommonwealthMarineReservesNetwork.Thecoursepromotesvoluntarycompliancewithmanagementarrangementsforthereservesthroughincreasedunderstandingofthelocationsofthereservesandmanagementarrangementsforthereserves.Todate45commercialfishershavecompletedthecourseandfeedbackindicatesthatthecoursecontentisappropriateandmeaningful.PleaseseeCaseStudy3onpage27formoredetails.

• ArangeofcommunicationsproductshavebeendevelopedanddeliveredfortheCommonwealthmarinereservesnetworkstopromoteawarenessofreserves(includingreservelocations,valuesandmanagementarrangements).TheproductsincludesignsandinterpretivedisplaysadjacenttoFreycinetCommonwealthMarineReserve,signsatDealIslandwithintheBeagleCommonwealthMarineReserve,brochuresabouttheCodGroundsCommonwealthMarineReserve(distributedtoaccommodationprovidersintheregionofthereserve).AtelephonesurveyofcommunitiesadjacenttoFreycinetCommonwealthMarineReservetobeconductedinlate2016willprovidedataabouttheeffectivenessofthecommunicationsactivitiesintheSouth-eastNetwork.Deliveryofeffectivecommunicationsproductswillimprovecomplianceandcontributetotheconservationofthereserves.Improvedawarenessalsoresultsinimprovedunderstanding,appreciationandstewardshipoftheCommonwealthmarinereserves.ProjectsforthefutureincludesurveystoassessthestateofcommunityawarenessofCommonwealthmarinereservesanddevelopmentofarrangementswithsectoralgroupstopromoteinformationaboutCommonwealthmarinereservetotheirmembers.

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• TheCMRAlertServiceisanautomatedmessagingfacilitythatalertsCommonwealthcommercialfisherswhenenteringamarinereserveorreservezonewhichdoesnotpermittheirlicensedfishingmethod.Theservicerequiresasatellitevesselmonitoringsystemtobeinstalledonthefishingvessel.ItwasdevelopedandtestedwiththesupportoftheSouth-eastTrawlFishingIndustryAssociation.TheAustralianFisheriesManagementAuthorityadministersthealertserviceunderapartnershipagreementwiththeDirector.Nowtwoyearsafteritsimplementation,over1,250alertshavebeenissued,resultinginzerorecordsofnon-compliancebythoseoperatorsthathaveaccesstotheservice.Thisoutcomerepresentssignificantsavingstogovernmentandindustryinlegalcostsand,importantly,ensurestheprotectionoftheseimportantmarineareas.

• In2016,ParksAustraliacommissionedaresearchanddevelopmentstudytotrialacousticmonitoringtechnologyformonitoringsmallvesselactivityandbiologicalsoundinCommonwealthmarinereserves.Thisinnovativetechnologyhasthepotentialtochangethewaylarge,remoteandbroadlydistributedmarinereservesaremonitored.Hydrophonesinstalledontheseabedofamarinereservewillbeusedtorecordandanalysethe‘soundscape’ofthereserve.ThisacousticinformationwillbetransmittedtoParksAustraliainreal-timeallowingforround-the-clockawarenessofvesselmovementsandbiologicalactivityinthereserve.Thisdatawillcontributetoestablishingbaselinesforpatternsofreserveuseandbiologicalsound,andwillallowmonitoringofchangesinactivityovertime.Resultsfromthispilotstudyareexpectedtobedeliveredin2016-17.

Develop principles to support ecologically sustainable use within our places

• ReleaseoftheCommonwealthMarineReservesReviewanddevelopmentofmanagementplansforthemarinereservesisanecessaryprecursortodevelopingprinciplesforecologicallysustainableusewithinourplaces.Despitethedelayindevelopingtheseprinciples,oranassociatedlong-termperformancemeasurementcriterion,allthereservesareundermanagementplansortransitionalarrangementsthatunderpinecologicallysustainableuseprinciplesbystatingwhatactivitiesareallowed,allowableorprohibitedandinwhichzones,supportedbymanagementdecisionsonappropriateconditionsofuse.

• Inaddition,weannuallymonitorourenvironmentalfootprintagainstthreemaincategoriescomprisingenergy,wasteandwater.PleaseseeAppendixConpage140fordetailsofourperformancein2015-16.


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AMAZING DESTINATIONS

To offer world class natural and cultural experiences, enhancing Australia’s visitor economy


Maintain or improve the level of visitor satisfaction and number of visitors

Source



Result

ParksAustraliaistriallingtheNetPromoterScore(NPS)methodologyforpost-visitsurveys,aninternationallyrecognisedstandardformeasuringvisitorsatisfactionandcustomerloyalty.NPSscoresrangebetween-100and+100.WetrialedtheapproachinKakadufollowingtheintroductionofoure-commercesystem.TheKakaduscoreattheendof2015-16was48,averypositiverating.Whenaskedthequestion:“HowlikelyisitthatyouwouldrecommendKakaduNationalParktoyourfriends?”,64percentofrespondentsgaveKakaduanineor10outof10.Thisrepresentsasolidachievementof7.94outof10forthisquestionalone.Itisplannedtorolloutthescoringmethodologytootherparksinthefuture.

Visitationtrendsaresensitivetochangingdemographicsandtheglobaleconomicsituation.Over1.32millionpeoplevisitedCommonwealthreservesin2015-16,anoverallincreaseof3.8percentcomparedtothepreviousyear.Thisisthefirstincreaseinannualnumbersfollowingthreeyearsofdecliningvisitation.ThehostingofeventsbyourtourismpartnerssuchasField of Light andourhandbackcelebrationsatUluru-Kata Tjutacontributedtothispositiveresult.

Table 9: Five year overview of visitation to terrestrial reserves

2010-11 2011–12 2012–13 2013–14 2014-15 2015-16

Numberofvisitorstoterrestrialreserves

1,368,868 1,364,714 1,300,309 1,291,000 1,279,600 1,328,535

TheAustralianNationalBotanicGardensexperienceda10percentriseinvisitornumbersduetotheintroductionofnewvisitorprograms,theenhancementofon-goingprogramsandeventsandthelaunchoftheGardens’newMasterPlan.SeeCaseStudy7atpage63.

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WehavecontractedtheUniversityofMelbournetoundertakeworkonvisitorsurveyandcountingmethodologiesacrossParksAustralia’sreservesandthoseinotherstates.Wewillusethistoimproveourmethodstoprovideaconsistentandrobustapproachtovisitormonitoring.

Anewe-ticketingsystemwasintroducedforKakaduinApril2016,enablingvisitorstopurchaseparkuseticketsonline.Thesystemalsoenablestheparktocontactvisitorsviaemailfollowingtheirvisittoseekfeedbackontheirexperience.Oure-ticketingsystemhasafunctionwherewerecordfeedbackfromvisitorspost-visitandanalyseitusingNetPromoterScoremodellingtobetterinformprojectstoimproveourvisitorsexperience.Wealsomonitoroursocialmediachannels,includingTripAdvisor,inanadaptiveandresponsivemanner,tohelpinformourwork.

AtBoodereecampsitebookingshavebeenonlinefor12monthsandmadeupover 70percentofallcampsitebookings.Theclickablemapfeature(whereclientscanselecttheirpreferredcampsite)wasverypopular.BoodereeNationalParkcampingrevenuehasexceeded$1millionforthefirsttimein2015-16witha10percentincreaseintotalrevenuefromthepreviousfinancialyear.Notwithstandingthecapabilitiesofthesystem,developedbyanexternalcontractor,thereweresomesignificantchallengesintheimplementationofonlineticketingatBoodereeatpeakperiodssuchasChristmasandEasterholidays.Somesystemissuesexperiencedin2015-16requiredmanualinterventionbyParksAustraliastafftoensurevisitorswerenotdisadvantaged.In2016-17wewillcontinuetoworkwiththeexternalcontractorstofindsolutionstoensureareliableserviceintothefuture.

Workalsocommencedin2016todevelopabrandidentityforCommonwealthmarinereservesthatwillassistinbuildingprofile,attractingvisitorsandcommunicatinganationallyandinternationallysignificantnetworkofmarinereserves.

Source of data: Visitormonitoringstatistics,NetPromoterScore


OuroutcomeforthisgoalisthatourcontributiontoAustralia’svisitoreconomyismaintainedorincreased.Ourkeystrategyistodreambigandsupportourpartnersandcommercialoperatorstodevelopnewexperiencesandinfrastructurethroughdevelopingandimplementingboldandcustomer-focussedplansforourdestinations.

OuruniqueAustralianlandscapes,cultureandseascapesareamazingdestinations.WeknowthatcoastalandaquaticexperiencesaresomeofthegreatestdriversofinternationalvisitorstoAustralia–andthereservesprotectsomeofthemostextraordinaryanddiversemarineenvironmentsintheworld.Ourparks,gardensandreservescontinuetodrawsignificantnumbersofvisitors–inpersonandvirtuallyviaourwebsitesandothermedia.


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Wereachedanaudienceofover17millionthroughParksAustraliasocialmediachannels.Ourwebsitewasvisitedby14percentmoreviewersthanin2014-15.Parkvisitorsaremoreconnectedtotechnology,socialmediaandonlineinformationthaneverbefore.PleaseseeCaseStudy8onpage64formoredetailsonprogresstowardsthedigitaltransformationofourparks.

Visitornumberswereupalsofrom2014-15andatthehighestlevelssince2011-12.Thisreflectsourfocusin2015-16onbuildingourmarketingcapabilitytoincreasevisitationandprovidingnewandexcitingopportunitiesforvisitors.Forexample,DiscoveryMonthheldatKakaduNationalParkinAprilthisyearwashighlysuccessful,withincreasedvisitornumbersfortheperiodandawiderangeofactivitiesenjoyedbyvisitorsincludinginterpretivetours,culturalactivities,participativebasketweavingandrangertalks.


• encourageincreasedvisitationthroughopportunitiesforcommercialoperatorstodevelopnew,highqualityvisitorexperiences

• buildourmarketingcapabilitytoincreasevisitation

• refreshandimprovevisitorinfrastructureinhighuseareas

Encourage increased visitation through opportunities for commercial operators to develop new, high quality visitor experiences

• Uluru’svisitornumberperformancehasimprovedonlastfinancialyearlargelythankstomanynewproductsandeventscomingonlineatAyersRockResortandinsidethepark.Kakaducontinuestobeinfluencedbyexternalfactorsincludingtheweatherandourabilitytogetsitesopenasquicklyaspossibleforthe‘dry’season.Weareseeingamajorincreaseinticketsalesthankstoournewe-ticketingsystembutnumbersvarygreatlymonth-by-month.BothBoodereeNationalParkandtheAustralianNationalBotanicGardensareontherisewithmorevisitorsflockingtothemeveryyear.OnChristmasIslandandNorfolkIslandwedon’thaveamechanisminplacetorecordvisitornumbers.AnecdotallyandworkingwiththetourismindustrythesearestableonChristmasIslandandgrowingslightlyonNorfolkIslandafterincreasedpromotionthroughsocialmediachannels,largelythankstoNorfolkIslandTourism.

• Touroperatorsplayanimportantroleinhelpingvisitorstoaccessourparks,encouragingpositivebehaviourandinpromotingthevaluesofthereserves.Thereare266commercialtouroperatorpermitsorlicencesinplaceinCommonwealthterrestrialreserves.Thisisindicativeofthetotalnumberofvisitorexperiencesratherthanoperatorsassomeoperatorsholdmultiplepermits,particularlyatKakaduandUluru.

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Touroperatorsbringover42%ofvisitorstoKakadu.Wewillcontinuetoworkwiththesevaluedpartnerstoimprovestandardsinourcampgroundsandonourwalks.Thereare133activecommercialtourismpermitsorapprovalsinCommonwealthmarinereserves.Commercialtourismactivitiesinthemarinereservesincludecharterfishing,naturewatching,scubadivingandsnorkelling.

• AninvestigationofpossibletourismopportunitiesinCommonwealthmarinereserveswascompletedandareaswithhightourismpotentialwereidentified,includingtheCoralSeaCommonwealthMarineReserveandNorfolkIslandCommonwealthMarineReserve.ACoralSeatourismpilotprojecthascommenced,topromotethevaluesandexistingvisitorexperiencesinthereserve.AcontractwiththenewCairnsAquariumhasalsobeenawardedtoinstallinterpretivedisplayshighlightingthevaluesoftheCoralSeareserve.ANorfolkIslandMarineReservepilotprojecthasbeeninitiated,focusingonthedevelopmentofnewvisitorexperiencesinthereserve.AscopingprocesshasidentifiedpotentialopportunitiesincludingsnorkeltrailsandwildlifeviewingonnearbyPhillipIsland.Astakeholderengagementplanisbeingdevelopedtoprogresstheseoptionsincollaborationwiththelocalcommunityandtouroperators.OutcomesoftheseprojectswillinformthedesignofaCommonwealthmarinereservestourismworkprogram.

• FollowingthelaunchoftheAustralianNationalBotanicGardensMasterPlaninJune2015,agrantof$1.5millionwasprovidedbyTheIanPotterFoundationtowardsthecostofdevelopingapurposebuiltconservatoryforthesite.Stage1oftheconstructionprogramhascommenced,andincludedacompetitiontoselectadesignandarchitectforthenewIanPotterNationalConservatory.OtherworksdescribedintheMasterPlanthatcommencedduringtheyearincludetheconstructionoftheBushlandPrecinctwalkingtrailintheGardens,andexpressionsofinterestweresoughtfromartistsanddesignerstocreateasculpturaltreehousegazebotobeelevatedintoagroveofpaperbarktrees,addingtotheaestheticsofthesiteandfurtherenhancingthevisitorexperience.

• TheAustralianNationalBotanicGardenscelebratedits45thanniversaryinOctober2015witharangeofpublicprograms.TheGardensdeliveredascheduleofspecialeventsthroughouttheyear–fromthesignatureSummerSoundsconcertseriestoafterDARK tours,SunsetCinemaandweeklyfarmers’markets.Coincidingwiththeanniversarycelebrations,theGardenscementeditsplaceasapreferredvisitordestinationlocally,regionallyandnationally,recognisedbyAustralianGeographicasthenumberonebotanicgardeninthecountry.PleaseseeCaseStudy7onpage63formoredetails.

• TheGardens,KakaduandUluru-Kata TjutanationalparksallundertookprojectsduringtheyeartoprovidefreeWiFifortheirvisitors,improvingaccesstoonlineinformation,socialmediaandinformativeapplicationsthathavebeenspeciallydevelopedtoenhancevisitorexperiences.WiFiinallthreereservesisexpectedtobeturnedonin2016-17.


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• InNovember2015theGardensalsoachievedEcoCertificationbyEcotourismAustralia.Toreceiveaccreditationabusinessmustdemonstrateexcellenceintheircontributiontoconservation,culturalsensitivityandworkingwithlocalcommunities,havesoundbusinessmanagementandoperationalprocedures,undertakeresponsiblemarketing,interpretationandeducationservicesandtakeaproactiveapproachtosustainableresourceuse.ChristmasIslandandNorfolkIslandnationalparksarealsointheprocessofbeingassessedforecocertification,demonstratingthattheyareattheforefrontofecotourism,offeringhigh-qualityexperiencesforvisitorsbackedbysustainablebusinesspractices.

• TheKakaduTourismMasterPlanisbeingupdated.ThefirststepisestablishingthenatureandintentofthePlanandidentifyingthetargetaudience.TherevisedplanwillclearlyarticulatethedirectionKakaduistakingintourism,includeasustainablebusinessplanandprocess(includingconsultation)forestablishingandenhancingtourisminthepark,anddefinenewopportunitiesthroughouttheparkfordevelopment.

• TheKakaduBoardofManagementendorsedtheMaryRiverTourismDevelopmentPlan.ThePlanwasdevelopedinconsultationwithtraditionalownersandreflectstheaspirationsandopportunitiesfortourismdevelopment.ThePlanidentifiesupgradesfortheGunlomcampground,possiblemountainbikeridingopportunities,potentialfornewtrailsandwetseasonwalks,opportunitiesfornewaccommodationandaccesstoIndigenousrockartgalleriesinthedistrict.Theplanalsoidentifiesopportunitiesforfourwheeldriveinterpretationrouteswhichincludeanhistoricalaccountoftheareasminingandanimalhusbandryindustry.

• TheChristmasIslandVisitorExperiencePlan2016-18wasfinalisedinFebruary2016.TheaimofthePlanistoenhancethequalityandnumberofnature-basedvisitorexperienceopportunitiesinChristmasIslandNationalPark.Inordertoachievethisaim,theplanhasfourobjectivesandassociatedactionscoveringathreeyearperiodfrom2016-18.Theobjectivesoftheplanaretoenhancethenature-basedvisitorexperienceatexistingsites,developnewnature-basedvisitorexperiencesandcommercialopportunities,enhancevisitorunderstandingandappreciationofthepark’snaturalenvironment,andmonitorvisitoruseandsatisfactionwiththeexperienceinthepark.

• AnExpressionofInterestprocessseekingideasandproposalsfornewtourisminitiativesforChristmasIslandNationalParkwasalsoundertakenduring2015-16,aimingtoprovideawiderrangeofvisitorexperiencesinthepark.ParksAustraliaisnowworkingwiththesuccessfulproponenttoprogresstheirproposaltoamoredetailedplanningphase.Theproposalenvisagesecostyleaccommodationwithinthepark,whichwillprovideauniqueaccommodationalternativeforvisitorstoChristmasIsland.Glampingwithincloseproximitytothecoastline,forest,redcrabandseabirdhabitatswillprovideatruenaturebasedexperience.

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• TheUluru Kata TjutaNationalParkBoardofManagementalsocarriedoutanExpressionofInterestprocesstoattractnewcommercialtourismactivitiesandexperiencesforthePark.Eightproposalsfornewtourismproductsareprogressingtowardsfruition,withproponentsworkingwithtraditionalownersandparkmanagementtofinetunetheappropriatelocationforeachactivity,conditionsofoperationandlicensingarrangements.OneofthenewproductswastheBigUluruTrek,a100kmguidedwalkthroughthedesertendingatthebaseofUluru.

Build our marketing capability to increase visitation

• TheNorfolkIslandNationalParkDiscoveryCentrewasopenedinAugust2015.ThisisthefirstenvironmentaleducationcentreonNorfolkIslandandislocatedcentrallyintheNorfolkIslandBotanicGardens.ThecentrehasinformationanddisplaysonthenaturalhistoryofNorfolkIslandandthePark,includingalivevideolinktoabreedingcolonyofmaskedboobies(Sula dactylatra)onPhillipIsland.TheCentreenhancesthevisitorexperienceonofferatNorfolkIslandandprovidesinformationonwalksandtoursavailableontheisland.

Refresh and improve visitor infrastructure in high use areas

• Uluru-Kata TjutaNationalParkundertookanumberofprojectsin2015-16toupgradevisitorinfrastructure,includingnewfencesatcarsunsetandseveralareasaroundthebaseofUluru,installationofWiFiatTalinguruNyakunytjaku,newpicnictablesattheCultureCentreandrepairsatcoachsunset,andresealingofroadsandcarparksatseveralhighusevisitorsites(includingMutitjuluWaterholeaccessroad,severalpartsoftheringroad,KataTjutapicnicarea,KataTjutaduneviewingarea,WalpaGorgecarparkandsectionoftheUluruparkaccessroad).

• ImprovementstovisitorinfrastructureinBoodereeNationalParkincludedreplacingthevisitorcentreroof,roadsealingandupgradesandimplementationofthenewonlinebookingsystemandvisitorkiosk.


TheBigUluruTrekprovidesanewandexcitingexperienceforvisitorstoUluru-Kata TjutaNationalPark,enablingvisitorstospendtimeoncountrytowalkthroughandexperiencetheuniquehabitatsofthecentraldesert.(Photo:BigRunEvents)

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• ForthesecondyearKakaduNationalParkundertooka‘spruce-up’programtorefreshvisitorinfrastructureandsignsinthepark.Newtableswereinstalledandsheltersignserectedatpublicareasthroughoutthepark.AprojecttoupgradeandsealtheJimJimFallscarparkisunderwaywithworksexpectedtobecompletedin2016-17.Asat30June2016,theparkwasawaitingclearancefromtheAboriginalAreaProtectionAuthoritywithregardtoculturalaspectsassociatedwiththeJimJimsite.Informationbaysnearthenorthernandsouthernentrancestotheparkandwelcomesignswerealsoupgradedduringtheyear.

• Theimpendingclosurein2021oftheRangeruraniummine,aminesurroundedbyKakaduNationalParkandoperatedbyEnergyResourcesofAustralia,presentsasignificantriskforthelocalcommunitieswithinthepark,particularlyinthetownofJabiru.Thedecisiononanativetitleclaim,handeddowninAugust2016,willalsobeofgreatconsequenceforthefuturedetectionofthetown.Through2015-16,ParksAustraliahascontinuedtoworkwithallstakeholdersonthefutureofJabiru,includingtheNorthernTerritorygovernment,thetourismindustry,themine,traditionalownersandrelevantAustralianGovernmentagenciestostimulateandfacilitatepublicandprivatetourisminvestmentinthetown.

• In2015theParliamentarySecretarytotheMinisterfortheEnvironmentBobBaldwinMPlaunchedtheGardens’MasterPlanwithaniconicconservatory,anewcafeandvisitorcentreandastate-of-the-artseedbankamongstthevisionary20-yearplan.TheMasterPlanchartsabrightfuturefortheGardensandwillprovidethemostsignificantrangeofdevelopmentsintheGardens’45yearhistory.InFebruary2016,SenatorZedSeseljaannouncedthepartnershipwithTheIanPotterFoundationtoprovidea$1.5milliongranttowardstheconstructionoftheConservatoryandanationaldesigncompetitionwasheldtoselectthewinningarchitect.

CraigConnelley,CEOoftheIanPotterFoundationwithSallyBarnes,PeterByronandJudyWestfromParksAustraliatogetherwithProfessorThomasHealy,GovernoroftheIanPotterFoundation,attheannouncementofthefoundation’sgenerous$1.5MgranttowardstheconstructionofthenewconservatoryattheAustralianNationalBotanicGardens.(Photo:ParksAustralia)

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Visitor numbers grow at the GardensEstablishedmorethan45yearsago,theAustralianNationalBotanicGardensinCanberraisAustralia’soldestnativebotanicgardens.2015-16wasanexcitingyearfortheGardens.Successfulpartnershipsandcreativeeventsledtoa10percentriseinvisitornumbers.

WeworkedwiththeNationalDinosaurMuseumtodeveloptheinauguralPrehistoricGardenTrailforNationalScienceWeekinAugust2015.FossilsfromtheMuseumandlife-likedinosaurswereplacedthroughouttheGardensattractingover18,000peopletoseetheGondwanalanddinosaursinthelandscapestheyonceinhabited.TheTrailencouragedvisitorstoexplorethefurthestreachesoftheGardenswithanunprecedented8805visitors–that’sa980percentincrease-visitingtheTropicalGlasshouseoverninedays.

TheGardenslaunchedaseriesofweeklyfoodmarketsinspringandcelebratedits45thbirthdayinOctoberwhereacommunityday,exhibitions,horticulturetalksandphotographyworkshopsattractedmorethan2,000people.

LuminousBotanicusIIsoldoutforitssecondconsecutiveyear,complementedbytheGardens’NightMoodseventaspartofCanberra’sEnlightenFestival.TheGardens’afterDARKnightprogramofferedDeliciousafterDARK,anover-18scanapéandwineevening.TheafterDARKWinterLanternToursforfamiliescontinuedtobepopular.The2016SummerSoundsConcertSerieswasanotherbigsuccesswithABCtelevisionpresenterJustineClarkthebiggestcrowd-drawerwithover1,500peopleattendingherconcert.

InJanuary2016,theGardenslaunchedarevampedAboriginalPlantUseTrailfeaturing 27plantsimportanttoAboriginalpeople,rangingfromthecoastalnativeraspberry (Rubus moluccanus)tothequandong(Santalum acuminatum)foundinthedrier Australianinterior.

In2015theParliamentarySecretarytotheMinisterfortheEnvironmentBobBaldwinMPlaunchedthenew20-yearMasterPlanincludingaconservatory,cafeandvisitorcentre–andastate-of-the-artseedbank.ItchartsabrightfutureforourGardenswiththemostsignificantrangeofdevelopmentsintheGardens’history.

CASE STUDY 7

TheafterDARKWinterLanternToursforfamiliescontinuedtobepopularattheGardens.

(Photo:ParksAustralia)


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Digital transformationWe’realwayslookingtoimprovethewayourcustomersenjoyourparks,gardensandreserves.Today’sdigitalworlddeliversmanyexcitingopportunitiestodojustthat.

InApril2016weintroducedonlineparkpasssalesforKakaduNationalPark.We’veimprovedourcustomers’experiencebyofferingfastandeasyonlinepurchasepasses. Anadditionalbenefitiscompliance–morepeoplearepurchasingtickets.Lessparkresourcestosellticketsfreesupourstafftoconcentrateononeoftheirmostimportantjobs–lookingaftervisitors.Wealsocapturecustomerdatatoimproveinformationneededtomakebusinessdecisions.

Onlineticketingmakeslifeeasierfortouroperatorstoo.Theycanbuypassesin‘realtime’ratherthanhavingcashtiedupinticketstockpiles.Salesdistributionisincreasedasmultipleretailersbecomesellersofparkpasses.

Sellingonlinealsohelpsvisitorsfindusviaoursocialmedianetworks–givingthembetteraccesstotheinformationtheyneedbeforetheycometoKakadu.

Weusedan‘agile’(iterative)projectmanagementapproachtodeliverthesystematafractionofthecostofamoretraditionalapproach.Astrongmarketingandcommunicationsplanbeganseveralmonthsbeforedeployment,andasaresult,fromthedaythesystemlaunched,parkpasssalessignificantlyexceededthepreviousyear,despitecoincidingwiththefirstincreaseinparkpasspricessince2009.ThereareplansunderwayforfurtherenhancementsofthesystemforKakaduandexpansiontootherparksincludingUluru-Kata Tjuta.

CASE STUDY 8

E-ticketingsysteminuseattheBowaliVisitorCentreinKakadu(Photo:ParksAustralia)


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Building partnerships to market our parksKakaduNationalParkandUluru-Kata Tjutanationalparksaresignificanttourismdestinationsandwereafocusforourmarketingeffortsin2015-16.Indoingsowe’veworkedwithTourismNTonseveraljointly-fundedinitiatives.

Theseinitiativeshavebeenattheforefrontofdrivinginnovativenewcontenttopromoteourparks.VirtualrealityfootagefromKakaduwasusedtopromotetheparkatmarketingandtradeshowrepresentationswhileTourismNTisworkingwithustodevelopprofessionalcontentforbothparksintheyearahead.

OursocialandtraditionalmediateamshaveworkedcloselywithourNTpartnerstoraisetheawarenessandreputationofourparks.

GiventheenormousreachofTourismNT’smediachannels,leveragingthisrelationshipisofsignificantbenefit.Wi-FiwasintroducedtoKakaduandUluru-Kata TjutanationalparksandofficiallywentliveinJuly2016.WeworkedcollaborativelywithTourismNTonpublicrelationstosupporttheintroductionofWi-Fi.

WeusedTourismNT’sexternalresearchfirmtodomarketresearchonKakaduandUluru-Kata Tjutanationalparks.ThissavedasignificantamountofmoneybyusingexistingresearchdataandsubjectsalreadyidentifiedbyTourismNT.Thisresearchnowformsthebasisofthemarketingplansforbothparks.

Inlate2015westartedamarketingplan andwebsiteredevelopmentforKakaduNationalParkinconsultationwith TourismNT.

Buildingonpartnershipswithnationalandstatetourismofficestopromoteourparkswillcontinuetobeapriorityintheyearahead.

CASE STUDY 9

3DglassesusedwithsmartphonestoviewthevirtualrealityfootageofKakadu.Oneoftheinnovativewaysthatourparksarebeingmarketedtogetherwithourpartners.(Photo:ParksAustralia)


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WAYS OF WORKINGOurcorporateplanoutlinesthreeways of workingthatsetouthowwewillachieveourgoals.Whileonlytheperformancemeasurementcriterionforproportionofmanagementplansinplaceforterrestrialandmarinereservesisdirectlyrepresentedinportfoliobudgetstatements,theways of workingpresenthowweapproachourbusinessandinturnsupporthowweachieveoutcomesunderourgoals.

EVIDENCE BASED MANAGEMENT

Evidence about performance in managing our places is used to adapt and make decisions


Percentage of performance monitoring plans reporting in place and being reported against

Source


Result

Asat30June2016,theAustralianNationalBotanicGardensandChristmasIslandNationalParkhadperformancemonitoringplansinplaceandbeingreportedagainst.Otherterrestrialreservesareadvancedinpreparingperformancemonitoringplans andweexpectthattheseplanswillbeapprovedandreportedagainstin2016-17. Performancemonitoringplanswillbepreparedforthemarinereserveswhenmanagementplansareinplace.

Performancemonitoringplansincorporatearangeofmeasuresandindicatorsfordemonstratingthattheaimsandobjectivesofmanagementplanshavebeenachieved.Theseplansoutlineselectedmeasuresandtargetsfortheindicatorsinthemanagementplanstobeactivelymeasuredandreportedon.Theplansalsodescribethebaselinethatmeasureswillbecomparedtoandthethresholdsformeasuringperformance.Whileperformancemonitoringplansareformallyreviewedafterfiveyears,theyareinformallyreviewedannuallyandupdatedifnewinformationbecomesavailable.

Aseachparkwithintheestateisdifferentintermsofclimate,environmentandsize,eachmanagementplanhasdifferentaimsandobjectives,andisbasedonmaintainingadifferentsetofnaturalandculturalvalues.Nonetheless,therearecommonalitiesinreportingacrosseachpark,andtheseareusedbytheDirectorforwholeofagencyreporting.

Source of data: countofplansinplacereportingtoParksAustraliaExecutiveBoard

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Parks Executive board satisfied with implementation of actions arising from performance reports.

Source


Result

TheParksAustraliaExecutiveBoardmeetseverymonthwithastandingagendaandarosterforallreservestoprovideindepthreportingonoperationalplanprogress,andperformancemonitoringplansandprojectreporting.Actionsarisingfromthesemeetingsarelogged,followedupwithresponsibleareasandreportedatasubsequentmeeting.TheBoardusesa‘trafficlight’systemtomonitorperformance,identifyandprioritiseissuesandtoaddressconcernsabouttheprogressofprojects.

Source of data: ParksAustraliaExecutiveBoardminutes


Thelong-termoutcomeforthiswayofworkingisthatevidenceaboutperformanceinmanagingourplacesisusedtoadaptandmakedecisions.Ourstrategytoachievethisoutcomeistoensurewemonitorandreportonmanagementactionsandusethisinformationtoreviewourprioritiesandadaptourpractices.

In2015-16allourplacesandsharedservicessectionshadstandardisedoperationalplansinplace.Thisstreamlinedoperationalplanningallowedforsuperioranalysisofprogressonactivitiesacrossourestateoverthereportingperiodandinformedresponsive,strategicreallocationofresourceswhereneededwithinandbetweenourplacesandsharedservicessections.Importantlyoperationalplanslinkactivitiestothegoalsandwaysofworkingunderthecorporateplantherebyimprovingtrackingoutputsandoutcomesforreportingpurposes.Theplansandsupportingsystemsworkedextremelywellin2015-16andwewillcontinuetoimprovein2016-17withthenextgenerationofoperationalplans.

EnvironmentalinformationisastrategicassetofParksAustralia,isattheheartofourmanagementdecisionsandsupportsperformancereporting.Thewayinwhichinformationiscollected,described,managed,storedandusediscriticaltohoweffectivelywecanharnessourcollectiveknowledgetomakemanagementdecisions.In2015-16theBiodiversitySciencesectionledthewayprovidingguidance,directionandprioritisationforscienceactivitiesacrossourestate.Thesectionalsoorganisesregularmeetingswithstaffacrossallreservestoensurewecollectivelystayinformedanduptodateonresearchactivities,emergingtrendsandmethodsandopportunitiesforcollaboration.Thescienceteam,andstaffinourparks,alsomaintaincloselinkstothesciencenetworksandsupportingsystemsoftheDepartment,particularlythroughengagementwiththeNationalEnvironmentalScienceProgrammeanditspredecessor,theNationalEnvironmentalResearchProgramme.


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Asevidencedbelow,wemadesignificantpositiveprogressoverthereportingperiodtocloseknowledgegapsandimproveourinformationsharingthroughacombinationofnewandongoingprograms,withsubstantialprogressmadeonthreatenedplantspecies.Thishassubstantialimmediatebenefitsfortheparks,forotherdecision-makersandforthebroaderscientificcommunity.Itrepresentsanenduringlegacyforfuturegenerations,suchasthroughthecollectionsmadeaspartoftheNationalSeedBankprogram.

In2015-16ourcorporateprioritiestosupportachievingourlong-termoutcomesforthisgoalwereto:

• Continuetoimproveplanningandreportingtosupportthesuccessofplacemanagement

• Expandourknowledgemanagementstrategyandfocusbeyondbiodiversity

Continue to improve planning and reporting to support the success of place management

• Forthefirsttime,allourplacesandsharedservicessectionsdevelopedoperationalplanstocoverthe2015-16financialyear.Theseplanslinktheorganisation’sgoalstoongroundmanagement,andplannedactivitytothebudgetandstaffinglevels.Operationalplansbringlegislativerequirementsandmanagementplanimplementationtogether,allowingactivitiestobetrackedthroughtotheperformanceagreementsofindividualstaff.Theyalsostructuretherangeofreportingobligations,includingtotheExecutiveBoardandtheannualreport.

• ManagedbytheDepartmentoftheEnvironment,theNationalEnvironmentalScienceProgrammesupercededtheformerNationalEnvironmentalResearchProgramme.Itisasix-yearprogramtoassistdecisionmakerstounderstand,manageandconserveAustralia’senvironmentbyfundingworld-classbiodiversityandscience.ParksAustraliaengagescloselywiththeresearch‘hubs’formarinebiodiversity,NorthernAustraliaenvironmentalresources,threatenedspeciesrecoveryandtropicalwaterqualityhubs.

• ResearchundertakenthroughtheprogramtargetsavailableresourceefforttowardsknowledgegapscriticalformanagementofCommonwealthreserves.Byspecificallytargetingthisresearchwecanensurethattheoutcomescanbeusedtoadaptivelymanageaswestrivetowardsresilientplacesusingevidencedbasedmanagementtechniques.ContinuingengagementbetweenParksAustraliastaffandrelevantNationalEnvironmentalScienceProgrammeHubDirectorshasresultedinagreementonresearchareasofmutualinterestincluding:marinereservedecisionmaking,mappingofprobablehighbiodiversityareasonthecontinentalshelfinCommonwealthmarinereserves,ecologicalandhabitatrequirementsoftheChristmasIslandflyingfox,andmethodsofmonitoringtheeffectsoffireandferalanimalcontrolinKakaduNationalPark.OverthenextfouryearsoftheprogramitisexpectedthattheengagementofrelevanthubswillresultinimportantbenefitsforCommonwealthreserves.

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Expand our knowledge management strategy and focus beyond biodiversity

• TheKnowledge Management Strategy for Parks Australia Environmental Information 2014-2016focusesonbestpracticeforknowledgemanagementandsupportstheDepartment’sInformation Strategy 2013-17andresponsetothebroaderAustralianGovernmentinformationreformagenda.Thestrategyhasbeenusedforthreeyearstooverseeandsupportthecollection,useanddiscoverabilityofresearchdataforParksAustralia.WiththerelativelyrecentintegrationofmarinereservesintoParksAustraliathestrategywasreviewedin2015-16toensureitmeetsthedataandinformationmanagementneedsoftheentireestate.

• TheAustralianBiologicalResourcesStudy,BushBlitzprogram,NationalSeedBank,CentreforAustralianNationalBiodiversityResearchandtheBiodiversityInformaticsteamcontinuedtocompileandpublishvaluablebaselinedataandinformationtofillknowledgegapsonAustralianfloraandfauna.Thisinformationismadeaccessiblethroughonlinetoolsandwebsites,andisutilisedascriticalunderpinningdataforAustralia’sVirtualHerbariumandtheAtlasofLivingAustralia.

• TheAustralianBiologicalResourcesStudyprovidedgrantfundingtoexternalresearchprojectsandcapacitybuilding(atuniversitiesandherbaria)thatwillhelptofillthreatenedspeciesknowledgegapsandresultinincreasedunderstandingofthetaxonomyandsystematicsofAustralianplantspecies.ThestudyandBushBlitzprogramalsofunddevelopmentofonlinetoolssuchasfloraidentificationkeys,andcontinuetoincreaseonlineaccesstouptodateAustralianplantknowledgeanddata.

• TheCentreforAustralianNationalBiodiversityResearchundertookareviewofrecoveryplansforthreatenedplantspeciesthatconsideredconstraintstothreatenedplantrecoveryinCommonwealthnationalparks.Newandupdatedknowledgeontheconservationstatus,distribution,biology,ecology,taxonomyandkeythreateningprocessesfor41endangeredandsignificantspeciesthatoccuracrossCommonwealthreserveswassourcedfrompublishedandgreyliteraturewherepossible.Thispartiallyachievedthegoalofaddressingknowledgegapsandimpedimentstorecoveryfor56threatenedplantspeciesintheterrestrialreserves.Workwillcontinuein2016-17throughthebusinessasusualoperationsoftheCentreforAustralianNationalBiodiversityResearch,theNationalSeedBankandtheAustralianNationalBotanicGardens.

• TheNationalSeedBankcollected,banked,researchedanddevelopedgerminationprotocolsforseedfrom15threatenedspeciesandsixspeciesofimportanceinCommonwealthreserves.Germinationresearchwillcontinuesothatdormant,banked,seedcanbetransformedintoseedlingsorplantstoaugmentwildpopulationsorundertaketranslocation.

• TheNationalSeedBankhascontributedknowledge,researchandskillstrainingtotheKakaduNationalParkthreatenedspeciesproject“ArescueplanforKakadu’sthreatenedplants”,whichwillimprovetheconservationofsomethreatenedplantspeciesofKakaduintothefuture.


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• BushBlitzprovidedfundingforaCentreforAustralianNationalBiodiversityResearchprojecttodigitiseNationalSeedBankcollections,contributingtoouraccessibleonlineknowledgebaseforthreatenedplantspecies.Todate,554scaled,highresolutiondigitalimageshavebeencapturedof231voucheredseedcollections.Therateofimaging(onaverage7speciesperday)issufficienttocompleteimagingfor1,000speciesbyJuly2017.

• TheCentreforAustralianNationalBiodiversityResearchcompletedthedigitisationof7,700vascularplant‘type’specimensheldattheAustralianNationalHerbarium.Theimagesandmetadataforthese‘type’specimensarestoredintheJSTOR(JournalStorage)digitallibrary(inthecloud)contributingopenlyaccessibleinformationtoaninternationalcollectionoftypespecimensfromherbariaaroundtheworld.TheCentrealsocompletedaprojectexaminingthefeasibilityofcapturingdigitalimages,molecularbarcodesandgenomicdataforrecentlichen‘type’specimensheldattheAustralianNationalHerbarium.Theprojectcapturedimagesfor150‘type’specimensandgenomicdataforapproximately50specimens.

• TheAustralianNationalBotanicGardens‘SavingThreatenedPlantSpecies’projecthasimprovedmanagementofinformationaboutex situcollectionsofthreatenedplantspeciesattheGardensandpartnerinstitutions,theRoyalBotanicGardensofNewSouthWalesandVictoria.Thisinformsdirectionsforfuturedevelopmentofex situ plant collectionsatanationallevel,includingthroughmoreefficientresourcemanagementandsharingforconservation.

• OurBiodiversityInformaticsteamcontinuedtodevelopsystemsanddatacollectionsthatareknownasthe‘NationalSpeciesList’,theauthoritative‘singlepointoftruth’fortheagreednamesandtaxonomyofAustralianbiota.TheNationalSpeciesListdeliversinformationonlinethroughonlineapplications(replacingtheAustralianPlantNameIndexandtheAustralianPlantCensus)andhasopenaccesswebservicesthatareconsumedintoAtlasofLivingAustraliaspeciesapplications,includingeFlora-aworld’sfirstprototypeonlinetoolforcompiling,sharinganddeliveringinformationaboutAustralia’splantbiodiversity,thathasbeendevelopedinpartnershipbetweentheAustralianBiologicalResourcesStudy,theAtlasofLivingAustraliaandtheCouncilofHeadsofAustralasianHerbaria.ParksAustraliaandtheAtlashaveagreedtotheformationofanewpartnershipwiththeDepartmentofAgricultureandWaterResourcestodevelopasimilar‘Taxonomy-as-a-Service’implementationoftheNationalSpeciesListforbiosecurityspeciesofinterest.

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• ManagedbytheDepartmentoftheEnvironment,theNationalEnvironmentalResearchProgrammeranfrom2010-2015withtheaimtodeliverappliedenvironmentalresearchdesignedtoengagewithend-usersandsupportdecisionmakingbyenvironmentalmanagersandpolicymakers.Undertheprogram,severalresearchprojectswereconductedinourreservesrangingfromtheimpactsofcatsandtheecologyofthecrypticsawtoothsharkinKakaduNationalPark,toaseriesofworkshopstoassistprioritisingactionsacrossadiverseandcomplexestateofprotectedareas.ThisseriesofworkshopsallowedtargetingofprojectstowardstheeffectivemanagmentoftheChristmasIslandflyingfoxandimprovedmanagementofmalaatUluru.Adecisionmakingtooliscurrentlybeingusedtoprioritisemanagementactionsforthreatenedplants.Thetooltransparentlyandlogicallyprioritisesmanagementactivitiesbasedonefficiencyandlikelyeffectivenessofproposedactions.

• Surveysand‘biodiscovery’voyagesinmarinereservesresultedinmanynewspeciesbeingdiscoveredandagreaterunderstandingofwhatliesbeneaththewavesinsomeofourreserves.Anumberofproductsincludingvisitorcentrevideos,publicbrochures,blogsandwebarticles,managerssummariesandtechnicalreportshelpinformthepublic,industryandotherusersandmanagersaboutthevaluesinourreserves.WorkonStandardOperatingProcedures(SOPs)forarangeofresearchmethodologiesalsoprovidetoolstoensurethatmarineresearchisrepeatableandprovidesrobustandreliabledataonwhichwecanbaseourmanagementdecisions.


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PARTNERSHIPS AND CO-INVESTMENTS

Partnerships and co-investments support innovation


Partnerships and co-investments support in accordance with framework

Source


Result

In2015-16ParksAustraliastrengthenedexistingpartnershipsandlookedatopportunitiestodevelopnewpartnershipsandco-investmentsthatwillsupportmutuallybeneficialcollaborationtomeetsharedobjectives.

Examplesofpartnershipsandco-investmentspursuedin2015-16inaccordancewiththeframeworkapproachinclude:

• ParksAustraliadevelopedastrongworkingrelationshipwithTourismNT,underpinnedbyasharedaimofincreasingvisitationtoKakaduandUluru-Kata Tjuta nationalparks.Someofthejointly-fundedinitiativesconductedin2015-16includingproducingvirtualrealityfootageofKakaduNationalPark,providingfreeWiFiaccesspointsinbothKakaduandUluru-Kata Tjutanationalparks,conductingextensivemarketresearchonbothparks.Throughthiscollaboration,ParksAustraliahasmadesignificantsavingsbytappingintoexistingresearchdataonsubjectspreviouslyidentifiedbyTourismNT.CaseStudy9onpage65providesmoreinformationonourworkin2015-16toleveragemarketingopportunitieswithstateandnationaltourismoffices.

• TheAustralianNationalBotanicGardensestablishedcommercialpartnershipstodeliverthe2015-16SummerSoundsconcertserieswithlocalcompaniesMaliganisEdwardsJohnson,commercialradiostationMIX106.3andHotelRealm.

• TheGardensalsoenteredintoanin-kindpartnershipwithSeasolforaninitialtwoyearstosupplyfertilisertotheGardens.Thiswilldeliversavingsonmaterialsinexchangeforresponsiblepromotionoftheuseoftheirreliableproducts.

• TheAustralianGovernment,BHPBillitonSustainableCommunitiesandEarthwatchAustraliacontinuedtoco-fundandsupporttheBushBlitzprogram.Almost $22millionofAustralianGovernmentandindustryfundingisbeinginvestedintheprojectovereightyears.

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Theprogramtravelstoremoteregionstodocumentthespeciesthatoccurat‘biodiversityhotspot’sites,manyofwhichhavenotbeenpreviouslystudied,andnewspeciesarebeingdiscoveredoneachexpedition.Toundertakethesespeciessurveys,theprogramengagesscientists,Indigenouscommunities,locallandowners,teachers,studentsandBHPBillitonemployeestosearchintensivelyfornewandlesswelldocumentedAustraliannativebiodiversity.

Source of data: ParksAustraliaoperationalandprojectplans


Ouroutcomeforthiswayofworkingisthatpartnershipsandco-investmentssupportinnovation.Ourstrategytoachievethisoutcomeistoexplore,establishandmaintainpartnershipsandco-investmentsthatcomplementprogresstowardsthecorporategoals,targetingeffortstotakethepressureoffthreatenedspeciesandhelpthemtorecover.

Asevidencedbytheexamplesbelow,in2015-16weestablishednewresearchpartnershipswitharangeoforganisations,andcontinuedtostrengthenandnurtureexistingpartnerships,tocollectivelydeliverspecific,measureable,positivelong-termoutcomesforthreatenedspeciesthroughavarietyofapproaches.

Progresstowardsaformalframeworkforco-investmentwithpartnerswasdelayedin 2015-16.Despitethisdelay,asreportedelsewhereinthischapter,severalsuccessfulongoingandnewpartnershipandco-investmentactivitiesdeliveredsolidoutcomesforthereserves.Forexample,theExpressionsofInterestprocessforUluru-Kata TjutaandChristmasIslandnationalparkshasgivenusasolidfoundationonwhichtobuildour co-investmentstrategyin2016-17.


• Continuetodevelopandmaintaineffectivepartnerships,particularlyinrelationtothreatenedspeciesandestablishingviablepopulations

• Establishaframeworkforco-investmentwithpartners

• Developpartnershipstosupportmarinebiodiscoveryactivities,particularlywithIndigenousorganisations

• EffectiveconsultationmechanismsareestablishedtoassistinthemanagementofCommonwealthmarinereserves.


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Continue to develop and maintain effective partnerships, particularly in relation to threatened species and establishing viable populations

• In2015-16weestablishednewresearchpartnershipswitharangeoforganisations.Forexample,theBushBlitzprogramprovidesopportunitiestoestablishnewresearchpartnershipsandpromotetheAustralianGovernment’sroleinbiodiversityconservation,newresearchcollaborationswereestablishedwiththeAustralianNationalUniversitytocollectgeckosamplesfromtheCoralSeaIslandsandpotentialfuturesitesthatwillassistreptilediversityresearch,andwithCSIROtorefineaGeneralisedDissimilarityModelfortheBushBlitzBiologicalSurveyGapAnalysisproject.Generaliseddissimilaritymodellingisastatisticaltechniqueforanalysingandpredictingspatialpatternsofturnoverincommunitycompositionacrosslargeregions.

• TheCentreforAustralianNationalBiodiversityResearchcontinuestoundertakecollaborativeresearchwithnationalandinternationalpartnersbasedatuniversities,museums,herbariaandvariousotherresearchinstitutions.ResearchersfromtheCentrecompletedaround35newpublicationsin2015-16,ofwhichmorethan80percentinvolvedexternalresearchcollaborations.TheCentreandtheNationalSeedBankalsopartnerwithexternalresearchorganisationstosupportearlycareerresearchers,including:

AresearchagreementwithCharlesSturtUniversityandindustryfundingforanhonoursstudenttoconductresearchongerminationofunderstoreyspeciestoimproverestorationoutcomesforanendangeredecologicalcommunity

AnHonoursresearchprojectwiththeAustralianNationalUniversity,CentreforBiodiversityAnalysisandCSIROtoinvestigateeffectsofpolyploidyandseeddevelopmentenvironmentondormancyandgerminationofnativeKangaroograss,akeystonespeciescommonlyusedinrestoration

Aphilanthropicpartnership($165,000overthreeyears)forthetraininganddevelopmentofafutureseedbiologistthroughaPhDinvestigatinggerminationbiologyofspeciesofendangeredgrassywoodlands

AnagreementbetweentheNationalSeedBankandtheACTGovernmenttoundertakegerminationresearchdefiningtheecologicalgerminationthresholdsofendangeredspeciesandcommunitiesoftheACT.

• TheGreenArmyprovidesasix-monthprogramfor17-24yearoldstotrainandworkinenvironmentalprograms.KakaduNationalParkhasestablishedstrongworkingrelationshipswiththeGreenArmyteamanditsserviceprovidersintheNorthernTerritory.KakaduisalsoexploringwiththeGreenArmyopportunitiestoengageIndigenousteams.ChristmasIslandandNorfolkIslandNationalParkswillbothhaveGreenArmyprojectsbeginningattheendof2016.

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• BushBlitzcontinuestoworkwithCSIRO,stategovernment,universities,museumsandherbariaaroundAustralia.In2015-16,over60scientists,seventeachers,15BHPBillitonemployees,20Indigenousrangersand15traditionalownersweredirectlyinvolvedintheprogram.PositiverelationshipscontinuetobemaintainedwithpartnersBHPBillitonandEarthwatchAustralia,andcontributorssuchastheAustralianScienceTeachersAssociation,theAtlasofLivingAustralia,CouncilHeadsofAustralasianHerbariaandCouncilHeadsofAustralianFaunalCollections.Ongoingrelationshipswithnon-governmentlandmanagementorganisationsandgovernmententitiessuchasBushHeritage,NatureFoundationSA,TasmanianLandConservancyandtheIndigenousLandCorporationcontinuetobepositiveandtheorganisationsarewellengaged. Newrelationshipsandpartnershipprojectswithcommongoalsweredevelopedin 2015-16withinParksAustralia,andwiththeOlkolaIndigenousCorporation,CentralDesertServicesandvariousareaswithintheDepartmentsuchastheNationalEnvironmentalScienceProgrammehubsandwiththeThreatenedSpeciesCommissioner.

• TheBiodiversityInformaticsteamandtheAustralianBiologicalResourcesStudy,inconjunctionwiththeAtlasofLivingAustralia,engagedwiththeDepartmentofAgricultureandWaterResourcesEnterpriseSurveillanceSystemtoplanfortheprovisionofBiodiversityNamesandTaxonomy-as-a-Serviceinfrastructuretomanagescientificnamesandtaxonomicdata.BiodiversityInformaticsalsofurtheredourcollaborationwiththeAtlasofLivingAustraliatodelivercurrentscientificconceptsfromtheNationalSpeciesLists,contributingcriticalinformationanddatatotheAtlas’ongoingcommitmenttoscienceandcitizenscienceknowledgeforAustralia.

Establish a framework for co-investment with partners

• Co-investmentinourparks,gardensandmarinereservescantakemanyformsandmayapplytolargeandsmallinvestments,focussingondifferentaspectsofouroperations.Ourfocusforco-investmentwithsuitablepartnersisforanenduringrelationshipthatdeliversmutualbenefitsforthereservesandforourpartners.

• Developmentofaformalframeworkforco-investmentwithpartnerswasdelayedin2015-16duetokeystaffresourcingandcompetingpriorities.In2016-17wewillrefocusoureffortstorefreshaprospectusforco-investmentandpartnershipopportunities.

Develop partnerships to support marine biodiscovery activities, particularly with Indigenous organisations

• BushBlitzTeachLivebuildsonthepositivepartnershipwithEarthwatch,expandingin2015-16toincludeteachersontheCoralSeaClean-upandBio-discoveryVoyagecoordinatedbyParksAustraliaandtheBushBlitzTeachLiveSimpsonDesertexpeditioncoordinatedbyEarthwatch.


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• Thisisanareawhereweintendtoimproveourengagementfrom2016-17,particularlywhenmanagementplansforthemarinereservesareinplacewithassociatedinitiatives.Forexample,wewillseektoextendexistingbio-discoveryactivitiestoincludemarinespecies.

Effective consultation mechanisms are established to assist in the management of Commonwealth marine reserves.

• TheSouth-east Commonwealth Marine Reserves Network Management Plan 2013-2023cameintoeffecton1July2013andistheprimarytoolfortheconservationandmanagementoftheSouth-eastNetwork.TheSouth-eastNetworkStakeholderForumpromotestheinvolvement,engagementandcollaborationofmarinereserveusers,stakeholdersandthecommunityinmanagementoftheSouth-eastCommonwealthMarineReservesNetwork.TheForumgenerallymeetsatleasttwiceayearandbringstogetherrepresentativesfromregionalindustryassociations,conservationandmarinescienceorganisationsandcommunitygroupstodiscussandadviseonissuesrelevanttothemanagementoftheSouth-eastNetwork.Keyareasofworkin2015-16included:

WorkinginpartnershipwiththeTasmanianParksandWildlifeServicewecontinuedtoinstallinterpretivesignsatkeylocationstopromotetheFreycinetCommonwealthMarineReserves,complementinga2014-15installationattheFreycinetVisitorInformationCentre.

EngagingwithcommercialfishingindustrygroupstoimproveawarenessandunderstandingoftheSouth-eastNetworkincludingdevelopinganaccredited,on-linetrainingcoursewiththeSouthEastTrawlFishingAssociationtohelpfisherstooperateinthenetworksustainablyandresponsibly(pleaseseeCaseStudy3on page27formoredetails).

DevelopingacommunicationandeducationstrategyfortheSouth-eastNetworktoprovideaframeworkforproductionofcommunicationproductstopromoteandraiseawarenessoftheSouth-eastNetworkwithmarinereserveusers,stakeholdersandthecommunity.

OngoingpartnershipwiththeNationalEnvironmentalScienceProgrammeMarineBiodiversityHubincludingasignificantprojectstudyingtheseafloorbiota,rocklobsteranddemersalfishassemblagesoftheTasmanFractureCommonwealthMarineReserve.

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RESPONSIVE ORGANISATION

Parks Australia is an efficient and effective agency supported by good business systems


Proportion of terrestrial reserve management plans in place

Source



Result

Asat30June2016managementplanswereinplaceforallsixterrestrialreservesandtheAustralianNationalBotanicGardens.ParksAustraliacompletedplansforKakadu,PuluKeelingandBoodereeNationalParks.AllmanagementplansforterrestrialreservesareavailableontheParksAustraliawebsiteat: www.environment.gov.au/topics/national-parks/parks-australia/publications

Source of data: Countofplansinplace

Forthefirsttimesince2009,allCommonwealthterrestrialreserveshavemanagementplansinplace


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www.environment.gov.au/topics/national-parks/parks-australia/publications



Proportion of marine reserve management plans in place.

Source



Result

TheDirectorisresponsibleformanaging59Commonwealthmarinereserves.Asat 30June2016,17percentofmanagementplanswereinplaceformarinereserves.

TheSouth-eastCommonwealthMarineReservesNetworkmanagementplanhasbeeninplacesince2013andcoversall14marinereservesinthenetwork.ThemanagementplanisavailableontheParksAustraliawebsiteatwww.environment.gov.au/topics/marine/marine-reserves/south-east

NewmanagementarrangementsfortheSouth-west,North-west,NorthandTemperateEastCommonwealthmarinereservesnetworksandtheCoralSeaCommonwealthMarineReservewillbedevelopedin2016-17.AsfortheSouth-east,eachnetworkwillhaveonemanagementplanthatcoversallreserveswithinthatnetwork.

TheHeardIslandandMcDonaldIslandsMarineReservemanagementplanhasbeeninplacesince2014andismanagedunderdelegationfromtheDirectorofNationalParksbystaffoftheDepartment’sAustralianAntarcticDivision.ThemanagementplanisavailableontheAustralianAntarcticDivision’swebsiteatwww.aad.gov.au

Source of data: Countofplansinplace(bynetworkandforCoralSeareserveexcludingHeardIslandandMcDonaldIslandsMarineReserve).


Achieve a risk maturity of ‘advanced’ in the annual Comcover Risk Management Benchmarking Survey.

Source


Result

TheannualComcoverRiskManagementsurveymeasuresriskmanagementmaturityacrossnineelementsoftheCommonwealthRiskManagementpolicyandisbasedonasixlevelmaturitymode.ParksAustraliarankedwellincomparisontootherregulatoryentitiesandmaintainedan‘Advanced’ratingfor2015-16.Theaveragematuritylevelofsurveyparticipantswas‘Integrated’(onelevelbelowadvanced).Areasoffocusfor2016-17willbetomaintainourriskmanagementcapability,refineresponsibilityformanagingriskandtocontinuetodevelopapositiveriskculture.

Sourceofdata:ComcoverRiskManagementSurvey2016

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http://www.environment.gov.au/topics/marine/marine-reserves/south-east

http://www.environment.gov.au/topics/marine/marine-reserves/south-east

http://www.aad.gov.au

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Timeliness of response to incoming ministerial correspondence items, ministerial submissions, question time briefs, parliamentary questions on notice, and public enquiries to the Community Information Unit

Source


Result

TheDirectorplacesahighpriorityonParksAustraliaprovidingtimely,qualitysupporttotheMinister,thegovernment,ourstakeholdersandthepublic.ParksAustraliaalsorespondstomanyenquiriesthroughouremailandsocialmediachannels,andmostimportantly,providesadviceandguidanceonthegroundtovisitorstoourparks,gardensandreserves.

Table 10 - Timeliness of responses prepared by Parks Australia

TypeRequests received

Percentage on time

Percentage late

Percentatge outstanding as at

30 June 2016

Briefs request by Minister 16 88 12 NIL

Briefs generated by Director of National Parks

44 N/A N/A N/A

Ministerial correspondence – Minister or Parliamentary Secretary reply

48 65 35 NIL

Ministerial correspondence – Departmental reply

7 72 14 14

Question Time Briefs 4 100 NIL NIL

Questions on Notice – Parliament

1 100 NIL NIL

Questions on Notice – Senate Estimates

17 94 6 NIL

Community Information Unit referrals

37 100 NIL NIL

Source of data: ParliamentaryDocumentManagementSystemandDepartmentalCommunityInformationUnitrecords.ThisperformancemeasurementcriteriononlycoversParksAustralia’sresponsetoparliamentarybusinessandpublicenquiries.Wehavenot,forexample,includedstatisticsonbriefsorcorrespondencegeneratedbytheDirectororParksAustralia.


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Number of externally reportable breaches

Source


Result

During2015-16nosignificantnon-compliancewasdetectedandnonotificationsrequiredtobeprovidedtotheMinisterortheMinisterforFinance.

Source of data: CertificateofCompliance


Variation from agreed cash operating result

Source


Result

Thevariationtoagreedcashoperatingresultfor2015-16is1%.

Source of data:Annualfinancialstatements


Increase in gross return from commercial operations and activities listed in Director of National Parks Charges for Commonwealth reserves

Source


Result

Theinternaltargetforcommercialoperationsandactivitieswasexceededby10%in2015-16.

Source of data: CommercialoperationsandactivitieslistedinDirectorofNationalParksChargesforCommonwealthReserves.

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Workforce planning completed for each section

Source


Result

In2015-16wecompletedascanofbothinternalandexternalinfluentialdocumentsandprocesses.Afunctionalresponsibilityandroleevaluation(initialworkforceplanningdatacollectionandcollation)iscompleteformorethan50percentofParksAustralia.BusinessmodellinghasbeencompletedfortwopriorityfunctionalareastoensureParksAustraliaispositionedtodeliverkeyfunctionaloutcomes.

Source of data: Countofworkforceplansinplace

Analysis of Performance

OuroutcomeforthiswayofworkingisthatParksAustraliaisanefficientandeffectiveagencysupportedbygoodbusinesssystems.

ThecorporateareasinParksAustraliaprovideanessential,ongoingcontributionthatunderpinsandcomplementsworkintheparks,gardensandreserves.Theseareasprovideadviceonarangeofissuesincludingplanningandreporting,policyacrosstheparksestate,workhealthandsafetyandregulation.Thecentralisedfunctionsallowforaconsistentapproachtopolicy,planningandreportingthatstrengthensourbusinesssystemsandabilitytodeliveronground.TheseareasalsoensureouraccountabilityandprovidequalityassuranceinourinteractionswiththeMinister,thegovernmentandthepublic.


• RespondtonewobligationsunderthePGPAAct

• Workforceplanningtoidentifyandfillcapabilitygaps

• CompleteManagementPlansforallterrestrialandCommonwealthmarinereserves

• Implementanewstrategicassetmanagementstrategy

• Increasetheefficiencyandeffectivenessofourbusinesssystemswithafocusondigitaltechnologytosupportcustomerserviceandvisitorexperiences


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Respond to new obligations under the PGPA Act

• SincetheintroductionofthePublicManagementReformAgendaandtheAct,theDepartmentofFinancehasissuedover60ResourceManagementGuidesthatcomplementandfurtherexplaintheconnectionbetweenaccountingstandardsandfinancialreportingrules.FinancealsoissuedmodelAccountableAuthorityInstructionsfornon-corporateCommonwealthEntitieswhichweredesignedtoprovideguidanceandconsistencyindevelopingandcomparing‘old’ChiefExecutiveInstructionsforAgencies.OurBusinessandFinancialManagementSectioncompletedagapanalysisinApril2015andidentifiedareasoffocusinourgovernanceframeworks.AttachmentAprovidestheCommitteewiththefindingsbetweentheAAIsandtheCEIs.ThekeyareasoffocusforDNPare:approvalandcommitmentofrelevantmoney;procurementprocesses;usercharging;andarrangementrelatingtootherConsolidatedRevenueFundmoney.Inlinewithourworkone-ticketing,weinvestedheavilyinuserchargingreforms.ThiswillbeparticularlyimportantwithfurtherinvestmentinParksAustralia’scommercialactivitiesthroughourCorporatePlan.

Workforce planning to identify and fill capability gaps

• In2015-16theDirectorofNationalParksreviewedallmajorfunctionsdeliveredbytheDepartmentundertheServiceDeliveryAgreement2013andcontributedtotheDepartment’scomponentoftheFunctionalEfficiencyreview.TheDirectorofNationalParkshasdelayedfinalisingthereviewoftheServiceDeliveryAgreementuntiltherecommendationsofthefunctionalefficiencyreview,andotherrelatedcorporateservicesreviews,areagreed.Intheinterim,theDirectorofNationalParkswillcontinuetoworkwiththeDepartmenttoensureeffectiveimplementationoftheexistingServiceDeliveryAgreement2013.

• AworkforceplanisbeingprogressedthatwillidentifygapsincapacityandcapabilitywithinParksAustralia.TheplanwillguideourLearningandDevelopmentStrategytoaddressidentifiedgapsandbusinessrisksforusintothefuture.Thisyearwehavecompletedascantoidentifyinfluentialdocumentsandprocessesandaroleassessmentiswellunderway.Thisassessmentincludesupdatingalljobdescriptions,determiningdutiesandselectioncriteriarelevanttotherequirements,andassessingrolesagainstthenineclassificationfactorsoutlinedbytheAustralianPublicServiceCommission.

• In2015-16wecontinuedtoimprovethesharedresponsibilityinParksAustraliaforworkhealthandsafety.Forexample,anumberofimprovementstoinfrastructureweremadeonNorfolkandPhillipislands.Installationofnewsteps,sandchainsandhandrailsinparticularhavemadeaccesstoPhillipIslandmuchsaferforourstaffandvisitorsalike.Thesesafetyimprovementsareparticularlyimportantasstaffplanagreenparrottranslocationprojecttotheislandinearly2017.Staffhavealsobeendiligentinaddressingtherecommendationsofanumberofworkhealthandsafetyinspectionswithimprovementstolabellingofchemicalsandupgradingcabinetsandworkareastocomplywithrelevantstandards.

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Figure 8: Safety incidents 2015-16 (staff, volunteers and contractors, and visitors)

Complete Management Plans for all terrestrial and Commonwealth marine reserves

• Section366oftheEPBCActrequirestheDirector(orinthecaseofajointlymanagedpark,theDirectorandtherelevantboardofmanagement)topreparemanagementplansforCommonwealthreservesforthereserve’sprotectionandconservation.Managementplanshaveamaximumlifeof10yearsandmustsetouthowthereservesaretobemanagedconsistentwiththerelevantInternationalUnionforConservationofNature(IUCN)reservemanagementprinciples.

• Developmentofnewmanagementplansinvolvesextensiveconsultation.Inadditiontoseekingcommentsonthedraftplansfrommembersofthepublic,therelevantlandcouncil,stateorterritorygovernment,theDirectorandrelevantBoardsofManagementarerequiredtotakeintoaccounttheinterestsofthetraditionalownersoflandintheparkandthoseofanyotherIndigenouspersonswithinterestsinthepark.

• TheKakaduNationalParkManagementPlan2016-26cameintoeffecton5January2016,resultinginallCommonwealthterrestrialreserveshavingamanagementplaninplaceforthefirsttimesince2009.Havingmanagementplansinplaceforallsevenoftheterrestrialparksandgardensprovidesoperationalcertaintyforourstaff,forcommercialoperatorsandotheruserswithinthesereservestogetherwithvisitorsintermsofmanagementarrangements.

Minor Moderate Major Death Minor Moderate Major Death

VisitorsStaff, volunteers and contractors

0

10

20

30

40

50

60

Inci

dent

s

Near Misses Injury


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• Asat30June2016,managementplanswerealsoinplacefortheSouth-eastCommonwealthMarineReservesNetworkandtheHeardIslandandMcDonaldIslandsMarineReserve.NewmanagementarrangementsfortheSouth-west,North-west,NorthandTemperateEastCommonwealthmarinereservesnetworksandtheCoralSeaCommonwealthMarineReservewillbedevelopedin2016-17.

Implement a new strategic asset management strategy

• ParksAustraliaisresponsibleforalargerangeofcapitalassets,includingvisitorsites,offices,workshopsandstaffhousing.Instatingthatastrategywouldbedeliveredin2015-16,thecriticalplanningstagetocomprehensivelyidentifyourrequirementsprovedmoreextensivethanwehadanticipated.Inresponse,ParksAustralia’sExecutiveresourcedaspecificpositiontoprogressthiscomplexproject.SitevisitswereundertakenbetweenAprilandJuneatKakadu,UluruandtheAustralianNationalBotanicGardenstoobservecurrentassetmanagementpracticesandhearfromouron-groundstaffhowtheymanagemaintenancenowandtocanvassviewsonmovingtoanewsystem.Whileallreserveshaveexistingassetmanagementprocessesinplace,thesesystemsdovarybetweenparksandweredevelopedovermanyyearsinisolation–aprimaryreasonthatitistimeforanewstrategyandassetmanagementsystemsthatmeetInternationalOrganizationforStandardisation(ISO)standards(ISO50000,ISO55001andISO55002).Majorinvestmentinanewsystemofthisscoperequirescarefulconsideration,particularlyintheabsenceofareadilyavailablemodeltomeettheneedsacrosstheParksAustraliaestate.In2016-17wewillcontinuetoevaluateoptionsfordeliveryofasuitablesystemthatwillmeetourlong-termneedsintermsofcost,adaptabilitytodifferentparksrequirements,andthatisaccessibleanduser-friendlyforourparksstaffandforreportingpurposes.

Increase the efficiency and effectiveness of our business systems with a focus on digital technology to support customer service and visitor experiences

• ParksAustraliaisconstantlylookingforwaystoimprovethewaycustomersandvisitorsinteractwithourparks,gardensandreserves.Forexample,in2015-16weintroducedonlineparkpassesatKakaduNationalParkforindividuals,tourgroups,salesagentsandParksAustraliashopfronts,expandingpassavailability,reducedtourismoperatorinventorycostsandimprovingbusinesssystems.Theonlinesystemsignificantlyimproveddistributionofpre-visitinformationandpost-visitfeedback.

• Completedmappingrevenueacrosstheorganisation,andestablishedarevenuepolicyframework.Consultationacrosstheparksisunderwaytodevelopdetailedprocedurestoimproveanddriveconsistencyinpractice,andmaximiserevenue.

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Managementand accountability 5


Corporate governanceTheDirectorofNationalParksisresponsible,undertheEnvironment Protection and Biodiversity Conservation Act 1999(EPBCAct)forthemanagementofCommonwealthreservesandconservationzonesestablishedoverCommonwealthownedland,AboriginallandleasedtotheDirector,andCommonwealthmarinereserves.

TheDirectorofNationalParksisaCommonwealthcorporateentityunderthePublic Governance, Performance and Accountability Act 2013(PGPAAct).TheDirectorisacorporationsoleconstitutedbythepersonwhoholdstheofficethatisalsonamedtheDirectorofNationalParks.

TheDirectorisresponsibletotheMinisterwithresponsibilityforadministrationoftheEPBCAct.During2015-16thosepersonsweretheHonGregHuntMP(MinisterfortheEnvironment)andtheHonBobBaldwinMP(ParliamentarySecretarytotheMinisterfortheEnvironment,until21September2015)andtheHonJamieBriggs(ParliamentarySecretarytotheMinisterfortheEnvironment,from21Septemberuntil29December2015).

Ministerial directionsTheEPBCActrequirestheDirectortoperformfunctionsandexercisepowersinaccordancewithanydirectionsgivenbytheMinister,unlesstheActprovidesotherwise.During2015-16noministerialdirectionsweregiventotheDirectorandtherewerenodirectionscontinuingfrompreviousyears.

TheMinisterresponsibleforthePGPAActcould,undersection22ofthePGPAAct,makeaGeneralPolicyOrderspecifyingageneralpolicyoftheAustralianGovernmentthatwastoapplytotheDirector.NoGeneralPolicyOrdersweremadeduring2015-16andtherewerenoorderscontinuingfrompreviousyears.

FundingTheEPBCActmakesprovisionforfundingtheDirectorofNationalParks.TheDepartmentallocatesfundingfromitsappropriationfortheperformanceoftheDirector’sfunctiontomanageCommonwealthreservesandtheDirector’sotherfunctionsundertheEPBCAct,inordertocontributetotheDepartment’sOutcome1.TheDirectoristhesoleagencywithstatutoryfunctionsandpowersformanagingCommonwealthreservesundertheEPBCAct.

TheDepartmentalsohasanarrangementtoprovidecorporateservicestotheDirector.ThisisdonethroughtheDepartment’sParksAustraliadivision,whichsupportstheDirector’swork.TheDepartmentalsoprovidesarangeofcorporateservicestosupporttheDirector.

During2015-16theDepartmentprovided$40.470milliontotheDirectorofNationalParks(seetheauditedfinancialstatementsinChapter6ofthisreport).Thisarrangementwaseffective,providingresourcestoenabletheDirectortomeetthetargetssetintheEnvironmentPortfolioBudgetStatements2015-16.

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Executive management TheholderoftheofficeofDirectorofNationalParksandthethreeBranchHeadswithinParksAustraliaprovideleadershipinParksAustralia.Theexecutiveteammeetsregularlytodevelopandreviewpolicyprioritiesandstrategicandcorporategoalsandperformanceagainstthosegoals.TheExecutiveestablishedaProjectManagementBoardin2014-15totrackprojectsandprovideassistancetoprojectmanagers.

InadditiontotheParksAustraliaexecutiveteam,staffoftheAustralianAntarcticDivisionareresponsibleformanagingtheHeardIslandandMcDonaldIslandsMarineReserve.

ParksAustraliafacesanumberofspecificadministrationchallengesincludingwidelydistributedworkplaceslocatedinremoteareas,oftenincross-culturalenvironments.Coordinationandcooperationbetweenplacemanagers,Canberra-basedmanagersandtheexecutiveteamisvital.Importantcommunicationactivitiesincluderegularallstaffvideophonelink-upsandtheannualParksAustraliaforuminvolvingallseniormanagers.StaffparticipateinconsultativecommitteesinbothregionalandCanberra-basedworkplacestosupportinternalmanagement.

Boards of management and advisory committees Kakadu,Uluru–KataTjutaandBoodereenationalparksaremanagedjointlybytheDirectorandtraditionalAboriginalownersinaccordancewiththeEPBCAct.EachparkhasaboardofmanagementestablishedundertheEPBCAct,withamajorityofIndigenousmemberswhoarenominatedbythetraditionalAboriginalownersoflandinthepark.TheBoardsarechairedbytraditionalowners.MembershipoftheboardsalsoincludestheDirector,governmentrepresentativesandmembersrepresentingstakeholdergroupsorwithparticularskillsrelevanttomanagingthepark.SeeChapter3ofthisreportfordetailsofboardmembers.

TheprincipalfunctionsofaCommonwealthreserveboardofmanagementistopreparemanagementplansforthereserveinconjunctionwiththeDirectorandtomakedecisionsaboutmanagementofthereserveconsistentwithitsmanagementplan.Aboard,inconjunctionwiththeDirector,isalsoresponsibleformonitoringmanagementofthereserveandadvisingtheMinisteronthereserve’sfuturedevelopment.

NorfolkIsland,ChristmasIslandandPuluKeelingnationalparkshavenon-statutoryadvisoryorconsultativebodiesthatincludecommunityrepresentativesandrepresentativesoftheDirector.

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Managementandaccountability


Other consultative mechanisms

TheEPBCActrequirespublicconsultationbeforethedeclarationofaCommonwealthreserveandinthepreparationofreservemanagementplans.

ForCommonwealthreservesthatincludeAboriginalownedland,theEPBCActprovidesforbothconsultationwith,andinvolvementof,representativesoftheAboriginallandownersaboutmanagementofthereserve.TheDirectormustconsultwithandhaveregardtotheviewsofthechairoftherelevantlandcouncilinrelationtotheperformanceoftheDirector’sfunctionsandexerciseofpowersinrelationtothereserve.Thelandcouncilchairmustbespecificallyinvitedtocommentonthepreparationofmanagementplans.

AdditionalconsultationwithtraditionalAboriginalownersofKakadu,Uluru–KataTjutaandBoodereenationalparkstakesplacethroughculturaladvisers,Aboriginalstaff,community-liaisonofficers,Aboriginalorganisationsandspecialconsultativecommittees.

TheEPBCActalsorequirestheNorthernTerritoryGovernmenttobeconsultedinrelationtotheperformanceoftheDirector’sfunctionsandexerciseofpowersinrelationtoKakaduandUluru–KataTjutanationalparks,andtobeinvitedtocommentonthepreparationofmanagementplansforthoseparks.

TourismindustryinterestsaretakenintoaccountthroughthetourismconsultativecommitteesoftheKakaduandUluru–KataTjutaboardsofmanagementandthroughadhocworkinggroups.

Control arrangementsDirector of National Parks chief executive instructionsThechiefexecutiveinstructionsdirectParksAustraliastaffinassistingtheDirectortocarryouttheDirector’sfunctionsundertheEPBCActandensurethecorporationanditsofficersmeettheirobligationsundertheEPBCActandPGPAAct.Theinstructionsdrawonrelevantcorporategovernancerules,policiesandguidelinesoftheAustralianGovernment.Theyaresupportedbypoliciesandproceduressubjecttoregularreview.

AuditTheDirectorispartofthePortfolioAuditCommittee,whichwasestablishedin2015-16 bytheDirector,andtheAccountableAuthoritiesoftheDepartment,andtheSydneyHarbourFederationTrust.ThisarrangementhasenabledbetterinformationsharingacrosstheAccountableAuthoritiesandcreatesefficienciesinanumberofgovernancefunctionsincludingsharingauditundertakingsandimplementationofrecommendations.

Membersofthecommitteeat30June2016were:

• MrGeoffKnuckey,chairandindependentmember• MsVickiMiddleton,independentmember• MrMichaelRoche,independentmember• MrDeanKnudson,deputychairandmember• DrDianaWright,member

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TheprimaryobjectiveofthePortfolioAuditCommitteeistoprovideindependentadviceandassurancetotheAccountableAuthoritiesthatappropriatecontrolsandsystemsareinplaceandareworkingeffectively.

Related entity transactionsTheDirectorofNationalParksisnotanaccountableauthority,oradirectorofaboardofanyotherCommonwealthentityorcompany.Assuchtherewerenopaymentsmadetoanyrelatedentitiesin2015-16.

Risk managementTheDirector’sRiskManagementFrameworkwasupdatedduring2015-16.TheFrameworkincludesourRiskManagementPolicy,GuidetoRiskManagement,aswellasusefultoolstoassiststaffinmanagingriskandidentifyingopportunities.

TheDirectorparticipatedintheComcoverRiskManagementBenchmarkingProgramin2016,whichmeasuresriskmanagementmaturityacrossthenineelementsoftheCommonwealthRiskManagementPolicy.TheDirectormaintainedanoverallriskmaturitylevelof‘Advanced’.

Figure 9: Risk management maturity level for the Director of National Parks in 2016 compared to all participating Australian Government agencies

Source:Comcover2016

Indemnities and insurance

In2015-16theDirectormaintainedcomprehensiveinsurancecoverforbusinessoperationsthroughComcover,theAustralianGovernment’sgeneralinsurancefund,includinggeneralliability,professionalindemnity,anddirectors’andofficers’liability.Noincidentsgeneratedamajorinsuranceclaimduringtheyear.

TheDirectoralsomanagesriskbyrequiringallcommercialoperators,contractorsandscientificresearchersinCommonwealthreservestoindemnifytheDirectorandtheCommonwealthandmaintainappropriatelevelsofinsurancefortheiractivities.

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Fraud control

TheDirectorhasafraudcontrolplanandinaccordancewiththeCommonwealthfraudcontrolguidelines,conductsriskassessmentstopreventandmanagefraudwithintheagency.

TheDirectorreportsdataondetected,recordedandreportedincidentsoffraudorsuspectedfraudtotheAustralianInstituteofCriminologythroughtheinstitute’sannual‘Fraud against the Commonwealth’questionnaire.

Advertising and marketing Research

Advertising,printingandpublicationproductionforParksAustraliaarereportedintheDepartment’sannualreport.

In2015-16therewasnomarketresearch,pollingorganisations,directmailorganisationsormediaadvertisingorganisationsworkundertakenthroughtheDepartmentonbehalfofParksAustralia.

ParksAustraliadirectlyundertookspecificmarketresearchthatexceededthereportingthresholdof$12,700(GSTinclusive)aspresentedinTable11.

Table 11 - Particulars of market research expenditure in excess of $12,700 (GST inclusive)

Agency Purpose Expenditure (GST inclusive)

Instinct&Reason Todefinemarketsegments,andtheirdriversforandbarriersto,visitationtoKakakduandUluruNationalParks.

$44,825

EssentialMediaCom-munications

CollatewiderAustraliancommunityviewsonKakaduNa-tionalParktohelpfocuspriorityprojectsinthepark.

$21,950

External reviewJudicial decisions and decisions of administrative tribunals

Doreen Margaret Ure v The Commonwealth, the Director of National Parks (NSD343/2015andS52/2016)

On22May2013,MrsDoreenUreappliedtotheFederalCourtseekingadeclarationthatsheistheownerofpropertyrightsoverMiddletonReefandElizabethReefintheCoralSeaTerritory.ThepartiesagreedtosubmitaspecialcasetotheCourtonpreliminaryquestionsoflaw. On17March2015,theCourtfoundthat,inrelationtooneofthequestionsofthespecialcase,thereisnoauthorityforthepropositionthatthereisageneralprinciplethatprivateindividualsactinginaprivatecapacitycanacquirepropertybyoccupationunderinternationallaw.TheCourtdismissedMrsUre’sapplicationasaconsequenceofthisfinding.MrsUreappealedthedecision,whichwasdismissedbytheFullFederalCourton4February2016.On2March2016,PaulJosephUre(inhiscapacityastheexecutoroftheestateofthelateMrsDoreenUre)soughtleavetoappealtotheHighCourt,whichwasdismissedon5May2016.

Therewerenootherjudicialdecisionsordecisionsofadministrativetribunalsduringtheyearthathad,ormayhave,asignificantimpactontheDirector’soperations.

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Report by the Auditor-General under section 43 of the PGPA Act

TheAuditor-Generalissuedanunqualifiedauditreportforthe2015-16financialstatementsoftheDirectorofNationalParks.

Reports by external bodies

Therewerenoreportsontheentityduringthereportingperiodby:

• theAuditor-General,otherthanareportundersection43ofthePGPAActthatdealswiththeAuditor-General’sauditoftheannualfinancialstatements(seeabove)or

• aCommitteeofeitherHouse,orofbothHouses,oftheParliamentor• theCommonwealthOmbudsmanor• theOfficeoftheAustralianInformationCommissioner.

Work health and safetyThissectionispresentedinaccordancewiththerequirementsofSchedule2,Part4oftheWork Health and Safety Act 2011.TheDepartment’sannualreportcontainsmoredetailedhealthandsafetyinformationrelatedtoDepartmentalemployeesundertakingtheworkoftheDirectorofNationalParks.

TheDirectormaintainsastrongcommitmenttothehealth,safetyandwelfareofParksAustraliaworkers(employees,contractorsandvolunteers)andvisitors.TheDepartment’shealthandsafetycommitteehasoversightofallhealthandsafetyissueswithintheEnvironmentportfolio.FromJuly2016DrJudyWest,AssistantSecretary-ParksIslandandBiodiversityScienceBranch,willsitontheDepartmentalcommitteeandreporttotheParksAustraliaExecutiveaftereachmeeting.

TheParksAustraliaWorkHealthandSafetyCommittee,thepeakconsultativebodyfortheagency,considered,consultedandmonitoredworkhealthandsafetyforParksAustraliaduring2015-16.TheCommitteereportsprogresstotheDepartment’sWorkHealthandSafetyCommittee.

Localhealthandsafetycommitteesinthethreemainlandnationalparks,intheChristmasIslandandCocos(Keeling)Islandsterritories,atNorfolkIslandNationalParkandattheAustralianNationalBotanicGardens,consideredandaddressedlocalissues,reportingprogresstotheParksAustraliaWorkHealthandSafetyCommittee.

Inaddition,theDirectorwasastandingmemberontheDepartment’sManagementSafetyandAssuranceCommittee,whichisresponsibleforprovidingassurancetotheExecutiveBoardthattheDepartment’sworkhealthandsafetygovernancearrangementsareeffectiveandthatmechanismsareinplaceacrossallareasoftheDepartmenttomonitorandprovideassurancethatworkhealthandsafetyrelatedissuesarebeingaddressed.

ParkSafe(ParksAustralia’sWorkHealthandSafetyManagementSystem)hasbeeninplacesince2004andcomplieswiththeWork Health and Safety Act 2011.

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Itisdesignedtoprovideadviceandsupporttoensureasafeandhealthyworkplaceforworkersandvisitors.AllrelevantpolicyandproceduralinformationisavailabletoParksAustraliaworkersontheParksAustraliaintranetsite.

ParksAustraliaworkersfaceadiverserangeofhazards.Themainhazardsarefromfieldworkinremoteandarduouslocations,operatingmachinery,vehiclesandvessels,usingchemicalsandhazardoussubstances,managingandhandlingunpredictablewildlife,andslips,tripsandfalls.Workersreportinghazardshaveincreasedinboth2014/15(43)and2015/16(34),overtheprevioustwoyearswhereonly14hazardswerereported. In2015/16ParksAustraliacompleted94workplacehazardinspections.

In2015/16ParksAustraliaworkerssustained68injuries.Theconsequenceoftheseinjureswereeitherminor(57%)ormoderate(32%)innature.In2015/16therewerenodeathsormajorinjuriestoworkers.

Table 12: Cause of Worker Injuries 2015-16

Cause Quantity

Interactionswithfire 1

MentalStress 1

EquipmentFaults 2

Usingvehicles,vesselsoraircraft 2

Hittingobjectswithbody(e.g.walkingintoequipment) 4

Medicalconditions 8

Manualhandling 11

Slips,tripsandfalls 19

Hitbymovingobject(e.g.insectoranimalbites,doorsclosingonlimbs,equipmenthittinglimbs) 20

Total 68

Initiatives and outcomes

Table 13: Work health and safety initiatives and outcomes achieved in 2015-16

Initiative Outcome

DevelopmentoftheworkhealthandsafetyprojectplantoprovidesystematicupgradeofParkSafe.

Three-yearplantoensureParksAustraliacomplieswiththerelevanthealthandsafetylegislation.

Re-developmentoftheParkSafehealthandsafetymanagementsystem.

FrameworktoguideParksAustraliatoensurecompliancewithrelevantworkhealthandsafetylegislation.

Furtherdevelopmentofincidentandtrendanalysisandreportingsystems.

Providesoversighttotheexecutiveandpark/sectionmanagersofhowworkhealthandsafetyincidentsaretracking.

DevelopmentanddeliveryofaParksAustraliaspecifictrainingpackageforchemicalsafety.

ImprovementinParksAustraliaworkersunderstandingofhowtosafelyworkwithchemicals.

DevelopmentandimplementationoftheCorrectiveActionsRegister.

Providesapermanentrecordofworkplaceissues,includinghealthandsafety,thathavebeenidentifiedandthecorrective/preventativeactionstakentoaddresstheissues.

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Overafiveyearperiodthedatashowsasteadyincreaseinincidentreporting,howeverinjuryandnearmissreportsremainconstant.Hazardreportinghassubstantiallyincreasedovertheprevioustwoyears(2014/15and2015/16).AbreakdownoftheconsequenceratingforinjuriesandnearmissestoworkersandvisitorsduringthisfiveyearperiodisprovidedinTable14.

Table 14: Classification of incidents occurring over the past five years

Incident Classification

Incident typeStaff Incidents over five years

Visitors incidents over five years

Minor Selftreatmentorbyafirstaidofficer 63%(225) 63%(226)

Moderate TreatmentbyGPfornon-lifethreateninginjuryorillness 34%(124) 29%(105)

Major Lifethreateninginjuryorillness 3%(10) 5%(19)

Critical Death 0%(0) 3%(12)

Table 15: Five year overview of number and severity of safety incidents recorded

2011-12 2012-13 2013-141 2014-15 2015-162 Percentage variation to

the average of previous 4 years

Injuries, deaths and near misses recorded for workers (includes staff, volunteers and contractors)

Type

Nea

r M

isse

s

Inju

ry

Nea

r M

isse

s

Inju

ry

Nea

r M

isse

s

Inju

ry

Nea

r M

isse

s

Inju

ry

Nea

r M

isse

s

Inju

ry

Nea

r M

isse

s

Inju

ry

Minor 21 51 7 37 4 27 5 19 9 45 -3% +34%

Moderate 0 16 4 12 2 38 5 22 2 23 -27% +5%

Major 1 2 0 0 0 1 3 3 0 0 -100% -100%

Death 0 0 0 0 0 0 0 0 0 0 0% 0%

Sub-total 22 69 11 49 6 66 13 41 11 68 -15% +21%

Combined 81 60 72 54 79

Injuries, deaths and near misses recorded for visitors

Minor 38 48 18 21 3 26 12 18 16 26 -10% -8%

Moderate 0 23 2 11 3 23 0 18 4 21 +220% +12%

Major 0 3 0 2 0 1 0 9 0 4 0% +7%

Death 0 2 0 2 0 2 0 3 0 33 0% +33%

Sub-total 38 76 20 36 5 53 12 48 20 54 +7% +1%

Combined 114 56 58 60 74

Hazards recorded 27 6 8 43 34

Total Incidents 232 122 140 157 190

1 In2013-14thereweretwoincidents(injuriesanddeath)involvingTraditionalOwnerResidents.Theseincidentsareincludedinthetotalfiguresfor2013-14butarenotreflectedintheinjuries,deathandnearmissdataforvisitorsorworkers.

2 In2015-16threeincidentsoccurred(hazard,nearmissandinjury)involvingTraditionalOwnerResidents.Theseincidentsareincludedinthetotalfiguresfor2015-16butarenotreflectedintheinjuries,deathandnearmissdataforvisitorsorworkers.

3 ParksAustraliastaffwerefirstrespondentsforthethreeincidentsreportedthatresultedinfatalities.

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Incidents and investigations

UnderSchedule1,Part3oftheWork Health and Safety Act 2011(WHSAct),certainincidentsmustbenotifiedtotheregulator,Comcare,withinspecifictimeframes. In2015-16nineincidentswerereportedtoComcare,oneofwhichwasnotifiableundertheWHSAct,aseriousinjurysustainedbyavisitor.

ThedefinitionofseriousinjuryorillnessisinaccordancewithSection36oftheWork Health and Safety Act 2011.Underthisdefinition,aseriousinjuryorillnessisnotifiabletotheregulator,Comcare.

Noinvestigationswererequiredorconductedduring2015-16relatingtotheoperationsoftheDirector.

Compliance and enforcement under the Environment Protection and Biodiversity Conservation Act 1999TheEPBCActandRegulationsprohibitarangeofactivitiesinCommonwealthreservesunlessauthorisedinaccordancewiththeAct.Undertheregulations,theDirectormayalsoprohibit,restrictordeterminethemannerofconductofcertainactivities.Failuretocomplyisacriminaloffenceandforcertainunauthorisedactionscivilpecuniarypenaltiesmayalsobeimposed.

WardensandrangersareappointedundertheEPBCActtoexercisecomplianceandenforcementpowersinrelationtotheActanditsregulations.MembersoftheAustralianFederalPoliceandofficersoftheAustralianCustomsandBorderProtectionServiceare ex officiowardensbyforceoftheAct.InaccordancewiththeCommonwealthFraudControlGuidelinesandtheAustralianGovernmentInvestigationStandards,ParksAustralia’swardensaretrainedinCertificateIVinGovernment(Investigations)andrangersaretrainedinrelevantmodulesofthecertificate.

Awhole-of-governmentapproachistakentocomplianceandenforcementinCommonwealthmarinereserves,supportingaerialandvesselpatrols,vesselmonitoringandenforcementinvestigations.InadditiontotheroleofAustralianFederalPoliceandcustomsofficers,officersfromotheragencies,includingtheAustralianFisheriesManagementAuthority,stateandterritorypolice,andfisheriesandconservationagencies,canbeappointedwardensundertheEPBCActaftertherequiredtraining.ThesearrangementsgreatlyimprovetheDirector’sabilitytoenforcetheActinremoteandinfrequentlyvisitedCommonwealthmarinereserves.

Thefollowingmattersweredeterminedbycourtsduring2015-16:

• On8July2015MrJamieGentleswasconvictedandfined$1,500intheNewSouthWalesMagistratesCourtatPortMacquarieforanoffenceagainstregulation12.56(1)oftheEPBCRegulations.On27April2014MrGentleswasdetectedusingarecreationalfishingvesselwithfishingequipmentnotstowedandsecuredintheCodGroundsCommonwealthMarineReservecontrarytoaprohibitiononrecreationalfishinginthereserve.

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• On14April2016MrJackO’ConnorandMrAlexanderChalawereconvictedintheNorthernTerritoryLocalCourtatDarwinforanumberofoffenceseachagainsttheEPBCRegulations.MrO’Connorwasfinedatotalof$3,500andMrChalaatotalof$2,500.Inadditionanumberofitemsusedinthecommissionoftheoffences,withavalueofabout$4500,wereorderedtobeforfeitedtotheCommonwealth.TheoffendersweredetectedinKakaduNationalParkon14October2015engagedinillegalpighuntingactivities.

• On30May2016MrMylesMcIntoshwasconvictedandfined$8000intheQueenslandDistrictCourtatMaroochydoreforanoffenceagainstsection354A(5)oftheEPBCAct.InFebruary2015MrMcIntoshwasthemasteroftheAustralianfishingvesselSantaLuciawhichwasdetectedundertakingcommerciallong-linefishinginthesanctuaryzonesurroundingElizabethReefwithintheLordHoweCommonwealthMarineReserve.

• On24June2016themastersandtwentyeightcrewoftwoVietnamesefishingvesselswereconvictedintheNTLocalCourtatDarwinforoffencesagainstsection354A(5)oftheEPBCAct.Themasterofonevesselwassentencedtofourmonthsimprisonment,andthemasteroftheothervesseltothreemonthsimprisonment.Allcrewmembersweresentencedtotwomonthsimprisonment.Themastersandcrewwerealsoconvictedandsentencedtoimprisonmentforperiodsrangingfromtwotosevenmonthsforoffencesagainstsections100Band101AAoftheFisheries Management Act 1999.Allsentenceswereorderedtobeservedconcurrentlybutsuspendedontheoffendersenteringintogoodbehaviorbonds(threeyearsforthemastersandtwoyearsforthecrewmembers).Thetwovesselswereapprehendedon2June2016undertakingillegalfishingwithintheLihouReefSanctuaryZoneoftheCoralSeaCommonwealthMarineReserve.

• Asat30June2016,threeothermattersarecurrentlybeforethecourts.

Table 16: Compliance and enforcement in terrestrial reserves during 2015–16

Visitors Tour operatorsOther

commercial operators

EPBCActandRegulationincidentsdetected1 76 10 0

Verbalcautionsissued 16 7 0

Warningnoticesissued 39 2 0

Infringementnoticesissued2 23 1 0

Permit/Approvalsuspensions/cancellations 0 0 0

Courtactionscommenced(criminal) 2 0 0

Courtactionscompleted(criminal:successful) 2 0 0

Courtactionsongoingat30June2016(criminal) 0 0 0

1Excludesnoticesofchargespayableissued2MultipleInfringementnoticesmaybeissuedforeachreportedincident

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Table 17: Compliance and enforcement in marine reserves during 2015-16

Compliance and enforcement actions Number

EPBCActandRegulationsincidentsdetected1 128

Warningsnoticesissued 21

Infringementnoticesissued 10

Permit/Approvalsuspensions/cancellations 0

Courtactionscommenced(31criminal;1civil)2 32

Courtactionscompleted(32criminal:successful;0civil)3 32

Courtactionsongoingat30June2016(2criminal;1civil) 3

1 Incidentsdetectedrefertoallincidentsinmarinereserves,includingthosewherenoenforcementactionswererequired.2 HighnumberofCourtactionsreflectstheprosecutionofthemastersandtwentyeightcrewoftwoVietnamesefishing

vesselsforoffencesagainstsection354A(5)oftheEPBCAct3 SomeCourtactionscompletedorongoingasat30June2016werecommencedbefore1July2015.

Table 18: Five year overview of compliance and enforcement (terrestrial and marine reserves)

2011–12 2012–13 2013–14 2014-15 2015-16

EPBCActincidentsdetected 125 116 173 86 214

Warningsandcautionsissued 62 59 64 26 85

Infringementnoticesissued 87 67 30 74 28

Casestakentocourt1 0 1 9 2 34

Courtconvictions 0 0 5 5 34

Courtcasespendingatyearend 0 0 4 1 3

1 HighnumberofCourtactionsin2015-16reflectstheprosecutionofthemastersandtwentyeightcrewoftwoVietnamesefishingvesselsforoffencesagainstsection354A(5)oftheEPBCAct

Ecologically sustainable development and environmental performanceAlloftheDirector’sactivitieshaveanimpactonecologicallysustainabledevelopment.Commonwealthreservesaremanagedtoconserveandenhancetheirnaturalandculturalvaluesforcurrentandfuturegenerations.Onlydevelopmentactivitiesconsistentwithprimarymanagementobjectivesmaybepermitted.

TheprovisionsoftheEPBCActensurethatmanagementplansforCommonwealthreservesproperlyintegrateenvironmental,economicandsocialconsiderationsandthatappropriateenvironmentalmonitoringandreportingregimesareinplace.

TheDirector’sstatementundersection516AoftheActrelatingtotheorganisation’scontributiontoecologicallysustainabledevelopmentandenvironmentalperformanceisinAppendixC.

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Social inclusionAnumberoftheDirector’sresponsibilitiescontributetotheAustralianGovernment’sClosingtheGapobjectivesforAboriginalwelfare.ParksAustraliajointlymanagesthreeparkswiththeirtraditionalownersandprovidesjobopportunitiesfortraditionalownersandsupportsIndigenousbusinesses,especiallyinsustainabletourism.

TheKakaduIndigenousrangersprogram,fundedthroughtheAustralianGovernment’sWorkingonCountryprogram,andtheMutitjuluCommunityRangerprogramarealsohelpingtoboostIndigenousjobopportunitiesintheparksbyprovidingsalariedandcasualjobopportunitiesforIndigenouscommunityrangers.AtBooderee,outsourcingtotheWreckBayAboriginalCommunityCouncilcontinuestoprovidearangeofemploymentopportunities.

Freedom of informationUndersection8oftheFreedom of Information Act 1982,theDirectorofNationalParksisrequiredtopublisharangeofinformationonlineaspartofaninformationpublicationscheme.ThisrequirementisinPartIIoftheFreedom of Information Act 1982andhasreplacedtheformerrequirementtopublishasection8statementinanannualreport.

TheinformationrequiredtobepublishedonlineincludesanagencyplanthatdescribeshowtheDirectorproposestocomplywithitsobligationsundertheinformationpublicationscheme—itsstructure,functions,appointments,annualreports,consultationarrangementsanddetailsofafreedomofinformationcontactofficer.InformationroutinelyreleasedfromfreedomofinformationrequestsandroutinelyprovidedtoParliamentmustalsobepublishedonline.Thisinformationisavailableatwww.environment.gov.au/parks/ips.html.

Freedom of information procedures and initial contact pointsTheDepartmenthandlesrequestsbythepublicundertheFOIActonbehalfoftheDirector.Contactdetailsforthefreedomofinformationcontactofficerare:

Phone: (02)62759207 Fax: (02)62742837 Email: [email protected]

Formalfreedomofinformationrequestsmust:

• beinwriting• statethattherequestisanapplicationforthepurposesofthe

Freedom of Information Act 1982• provideinformationaboutthedocument(s)toassistustoprocessyourrequest• provideanaddressforreply.

Requestsshouldbeaddressedto:

FreedomofInformationContactOfficer LegalSection DepartmentoftheEnvironmentandEnergy GPOBox787 CanberraACT2601

[email protected]

http://www.environment.gov.au/parks/ips.html

mailto:foi%40environment.gov.au?subject=Freedom%20of%20information%20advice

mailto:foi%40environment.gov.au?subject=Freedom%20of%20information%20advice


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Financial Statements 6


Independent Audit Report

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6

Financialstatements


Statement by the Accountable Authority and Chief Financial Officer

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DIRECTOR OF NATIONAL PARKSSTATEMENT BY THE ACCOUNTABLE AUTHORITY AND CHIEF FINANCIAL OFFICER

Signed Signed

Gillian Sally Barnes Michelle CallawayAccountable Authority Chief Financial Officer

September 2016 September 2016

In our opinion, the attached financial statements for the year ended 30 June 2016 comply with subsection 42(2) of the Public Governance, Performance and Accountability Act 2013 (PGPA Act), and are based on properly maintained financial records as per subsection 42(2) of the PGPA Act.

In our opinion, at the date of this statement, there are reasonable grounds to believe that the Director of National Parks will be able to pay its debts as and when they fall due.

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DIRECTOR OF NATIONAL PARKSSTATEMENT OF COMPREHENSIVE INCOMEfor the period ended 30 June 2016

Original2016 2015 Budget

Notes $’000 $’000 $'000NET COST OF SERVICES

Employee benefits 2A 33,569 32,076 27,550 Suppliers 2B 33,135 32,095 26,208 Grants 2C 234 - -Depreciation and amortisation 2D 13,065 12,627 14,484 Write-down and impairment of assets 2E 195 4 -Losses from sale of assets 2F 318 284 -Other expenses 110 170 167

80,626 77,256 68,409

LESS :OWN-SOURCE INCOMEOwn-source revenueSale of goods and rendering of services 3A 27,386 27,381 17,033 Contributions from Department of the Environment and Energy 40,470 41,045 40,470 Interest 3B 1,041 957 1,003 Other revenue 3C 5,901 7,057 234 Total own-source revenue 74,798 76,440 58,740

GainsOther gains - - 3,900 Total gains - - 3,900 Total own-source income 74,798 76,440 62,640

Net cost of services (5,828) (816) (5,769)

(5,828) (816) (5,769)

Items not subject to subsequent reclassification to net cost of services

Changes in asset revaluation surplus 1,044 - -Total other comprehensive income 1,044 - -

(4,784) (816) (5,769)

The above statement should be read in conjunction with the accompanying notes.

Total comprehensive income (loss) attributable to the Australian Government

Expenses

Total expenses

Surplus (Deficit) attributable to the Australian Government

OTHER COMPREHENSIVE INCOME

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Financialstatements


DIRECTOR OF NATIONAL PARKSSTATEMENT OF FINANCIAL POSITIONas at 30 June 2016


Notes $’000 $’000 $’000ASSETSFinancial AssetsCash and cash equivalents 4A 20,442 25,248 26,537 Investments 4B 26,122 18,142 18,120 Trade and other receivables 4C 1,545 1,971 3,663 Accrued revenue 4D 210 1,921 136 Total financial assets 48,319 47,282 48,456

Non-Financial AssetsLand and buildings 5A,C 67,438 70,519 66,196 Infrastructure, plant and equipment 5B,C 154,828 159,332 108,385 Intangibles 5D,E 836 722 530 Other non-financial assets 5F 552 539 994 Total non-financial assets 223,654 231,112 176,105 Total Assets 271,973 278,394 224,561

LIABILITIESPayablesSuppliers 6A 2,999 2,593 3,821 Other payables 6B 4,442 6,658 7,130 Total payables 7,441 9,251 10,951

ProvisionsEmployee provisions 10 8,312 8,129 11,855 Other provisions 31 41 31Total provisions 8,343 8,170 11,886 Total Liabilities 15,784 17,421 22,837

Net Assets 256,189 260,973 201,724

EQUITYContributed equity 36,445 36,445 36,981Reserves 173,606 172,562 125,572Retained surplus 46,138 51,966 39,171Total Equity 256,189 260,973 201,724


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DIRECTOR OF NATIONAL PARKSSTATEMENT OF CHANGES IN EQUITYas at 30 June 2016


Notes $’000 $’000 $’000

CONTRIBUTED EQUITYOpening balanceBalance carried forward from previous period 36,445 36,445 36,981Adjusted opening balance 36,445 36,445 36,981

Closing balance as at 30 June 36,445 36,445 36,981

RETAINED EARNINGSOpening balanceBalance carried forward from previous period 51,966 52,782 44,940Adjusted opening balance 51,966 52,782 44,940

Comprehensive incomeSurplus/(Deficit) for the period (5,828) (816) (5,769)Total comprehensive income (5,828) (816) (5,769)


ASSET REVALUATION RESERVEOpening balanceBalance carried forward from previous period 172,562 172,677 125,572Prior year adjustment1 - (115) -Adjusted opening balance 172,562 172,562 125,572

Comprehensive incomeOther comprehensive income 5C 1,044 - -Total comprehensive income 1,044 - -


TOTAL EQUITYOpening balanceBalance carried forward from previous period 260,973 261,904 207,493Prior year adjustment - (115) -Adjusted opening balance 260,973 261,789 207,493

Comprehensive incomeSurplus/(Deficit) for the period (5,828) (816) (5,769)Other comprehensive income 1,044 - -Total comprehensive income (4,784) (816) (5,769)



1. This revaluation opening balance adjustment relates to an asset which had work done to the value of $115K. The formal revaluation in 2013-14 included these works but the invoice was not issued to the Director of National Parks until the 2014-15 year. An adjustment was required to reflect this prior year event.

Financialstatements


DIRECTOR OF NATIONAL PARKSCASH FLOW STATEMENTfor the period ended 30 June 2016


Notes $’000 $’000 $'000OPERATING ACTIVITIESCash receivedSale of goods and rendering of services 29,665 29,043 17,033 Receipts from Government 40,470 41,045 40,470 Interest 303 421 1,003 Net GST received 1,555 1,815 -Other 1,633 1,062 234 Total cash received 73,626 73,386 58,740 Cash usedEmployees 34,251 34,795 26,463 Suppliers 31,616 31,617 23,395 Other 355 321 167 Total cash used 66,222 66,733 50,025 Net cash from operating activities 9 7,404 6,653 8,715

INVESTING ACTIVITIESCash receivedInterest - Term Deposits 638 548 -Proceeds from sales of property, plant and equipment (231) 78 -Total cash received 407 626 -Cash usedInvestment in term deposits 7,980 22 -Purchase of property, plant and equipment 4,378 8,225 8,715 Purchase of intangibles 259 322 -Total cash used 12,617 8,569 8,715 Net cash used by investing activities (12,210) (7,943) (8,715)

Net increase / (decrease) in cash held (4,806) (1,290) -

Cash and cash equivalents at beginning of the reporting period 25,248 26,538 26,537

4A 20,442 25,248 26,537


Cash and cash equivalents at the end of the reporting period

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DIRECTOR OF NATIONAL PARKSINDEX OF THE NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTSfor the year period 30 June 2016

Note Description

1 Summary of Significant Accounting Policies2 Expenses3 Own-Source Revenue and Gains4 Financial Assets5 Non-Financial Assets6 Payables7 Appropriations8 Regulatory Charging Summary9 Cash Flow Reconciliation

10 Employee Provisions11 Senior Management Personnel Remuneration12 Related Party Disclosures13 Contingent Liabilities and Contingent Assets14 Financial Instruments15 Fair Value Assessment16 Reporting of Outcomes

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Financialstatements


DIRECTOR OF NATIONAL PARKS NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS

Note 1: Summary of Significant Accounting Policies

1.1 Objectives of the entity The Director of National Parks is a Corporate Commonwealth Entity. It is a not-for-profit entity. The objective of the entity is to manage Australia's protected areas. The Director of National Parks is structured to meet the following outcome:


The continued existence of the Director of National Parks in its present form and with its present programs is dependent on Government policy and continuing funding by Parliament for the Director of National Parks’ administration and programmes.

1.2 Basis of Preparation of the Financial Statements The financial statements and notes are required by section 42 of the Public Governance, Performance and Accountability 2013 (PGPA Act) and are general purpose financial statements. The financial statements have been prepared in accordance with:

a) Finance Reporting Rule (FRR) for reporting periods ending on or after 1 July 2014; and b) Australian Accounting Standards and Interpretations issued by the Australian Accounting

Standards Board (AASB) that apply for the reporting period. The financial statements have been prepared on an accrual basis and are in accordance with historical cost convention, except for certain assets at fair value. Except where stated, no allowance is made for the effect of changing prices on the results or the financial position. The financial statements are presented in Australian dollars and values are rounded to the nearest thousand dollars unless otherwise specified. Unless an alternative treatment is specifically required by an Accounting Standard or the FRR, assets and liabilities are recognised in the Statement of Financial Position when and only when it is probable that future economic benefits will flow to the Director of National Parks or a future sacrifice of economic benefits will be required and the amounts of the assets or liabilities can be reliably measured. However, assets and liabilities arising from executory contracts are not recognised unless required by an accounting standard. Liabilities and assets that are unrecognised are reported in the Schedule of Commitments or the Schedule of Contingencies note. Unless alternative treatment is specifically required by an accounting standard revenues and expenses are recognised in the Statement of Comprehensive Income when and only when the flow, consumption or loss of economic benefits has occurred and can be reliably measured.

1.3 Significant Accounting Judgments and Estimates In the process of applying the accounting policies listed in this note, the Director of National Parks has made the following judgements that have the most significant impact on the amounts recorded in the financial statements: a) the fair value of land and buildings has been taken to be the market value of similar properties as determined by an independent valuer; b) the fair value of infrastructure, plant and equipment has been taken to be the depreciated replacement cost of similar items as determined by an independent valuer; and c) the value of employee leave provisions which involve estimation of various factors used in the calculation as outlined in section 1.8 Employee Benefits.

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DIRECTOR OF NATIONAL PARKSNOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS

Reliability of fair value measurement of Heritage and Cultural assets has been assessed by an independent valuer. Currently these cannot be reliably measured and therefore not included in the financial statements.

As a result of the revaluation process in 2013-14 the Director of National Parks has updated the useful lives, residual values and componentisation of the assets. The Director of National Parks conducted an independent revaluation in 2016 over the road infrastructure to ensure no material movements occurred over the past 12 months which also included the assessment of the residual value interpretation confirmed by the Australian Accounting Standards Board (AASB) in June 2015.

The AASB provided guidance on the interpretation of residual values particularly with regards to recyclable assets such as road infrastructure.

Residual values consider an asset may have a use at some level at the end of its economic life. The AASB have the view that recognition of residual value is not appropriate when existing assets are expected to be recycled into a replacement asset. In the absence of residual values, a more reasonable approach would be to use componentisation and an appropriate application of useful lives.

The revaluation undertaken over the road infrastructure in 2016 applied the AASB interpretation and it has resulted in no material movements in the depreciation and fair value of the road infrastructure.

1.4 New Accounting Standards

Adoption of new Australian Accounting Standard requirementsNo accounting standard has been adopted earlier than the application date as stated in the standard.

The Director of National Parks has elected to apply AASB 2015-7 Amendments to the Australian Accounting Standards – Fair Value Disclosures of Not-for-Profit Public Sector Entities. AASB 2015-7amends AAAB 13 Fair Value Measurement to provide disclosure relief to not-for-profit public sector entities from certain disclosures about the fair value measures of infrastructure, plant and equipment held for their current services potential rather than to generate net cash flows. This includes relief from disclosures of quantitative information about the significant unobservable inputs used in fair value measurements and of the sensitivity of certain fair value measurements to changes in unobservable inputs.

All other new standards, revised standards and interpretations that were issued prior to the signing of the Statement by the Accountable Authority and Chief Financial Officer and are applicable to the current reporting period did not have a material financial impact on the Director of National Parks.

Future Australian Accounting Standard requirementsThe following new standard that was issued prior to the signing of the Statement by the Accountable Authority and Chief Financial Officer and is applicable to future reporting periods are expected to have afuture disclosure impact on the Director of National Parks.

• AASB 2015-6 Amendments to Australian Accounting Standards – Extending Related Party Disclosures to Not-for-Profit Public Sector Entities (issued March 2015)

The Australian Accounting Standards Board (AASB) has issued an amendment to AASB 124 Related Party Disclosures. This amendment extends the scope of AASB 124 requiring not-for-profit public sector entities to provide related party disclosures in the same manner as for-profit entities. The Director of National Parks may be required to identify and disclose transactions with key management personnel that occur outside the person’s capacity as an ordinary taxpayer, or involving a benefit not available to the general public. Information about related party transactions between the Director of National Parks and its government-related entities may be required to be quantified and disclosed where they are individually or collectively significant. As this is a significant change, AASB 2015-6does not require comparative disclosures in the first year of application and contains detailed implementation guidance.

• AASB 15 Revenue from Contracts with Customers (issued December 2014)

The Australian Accounting Standards Board (AASB) has issued a new AASB 15. This new Standard aims to establish the principles for reporting information about the nature, amount, timing and uncertainty of revenue cash flows arising from an entity’s contracts with customers. Revenue under this standard will be recognised as and when ‘performance obligations’ are satisfied. The new Standard applies to reporting periods beginning on or after 1 January 2017.

6

Financialstatements



• AASB 9 Financial Instruments (issued December 2014) The Australian Accounting Standards Board (AASB) has reissued AASB 9. The standard now incorporates the classification and measurement requirements for financial assets including the requirements for the impairment, recognition, and derecognition of financial assets. The reissued standard applies to reporting periods beginning on or after 1 January 2018.

• AASB 16 Leases (issued February 2016) The Australian Accounting Standards Board (AASB) has issued a new AASB 16. This new Standard aims to provide an improved representation of an entity’s leasing transactions. AASB 16 introduces a single lessee model requiring lessees to recognise assets and liabilities for all lease terms greater than 12 months. As a result, the lessee is required to recognise their ‘right -to-use’ an asset and the obligation to make lease repayments. This is to allow users of the financial statements to have a complete understanding of an entity’s leasing activities. The new Standard applies to reporting periods beginning on or after 1 January 2019.

All other new standards, revised standards and interpretations that were issued prior to the sign-off of the financial statements date and are applicable to the future reporting periods are not expected to have a future financial impact on the Director of National Parks.

1.5 Revenue Revenue from the sale of goods is recognised when:

a) the risks and rewards of ownership have been transferred to the buyer; b) the seller retains no managerial involvement nor effective control over the goods; c) the revenue and transaction costs incurred can be reliably measured; and d) it is probable that the economic benefits associated with the transaction will flow to the Director of

National Parks. Revenue from rendering of services is recognised by reference to the stage of completion of contracts at the reporting date. The revenue is recognised when:

a) the amount of revenue, stage of completion and transaction costs incurred can be reliably measured; and

b) the probable economic benefits with the transaction will flow to the Director of National Parks. The stage of completion of contracts at the reporting date is determined by reference to the proportion that costs incurred to date bear to the estimated total costs of the transaction. Receivables for goods and services, which have 30 day terms, are recognised at the nominal amounts due less any impairment allowance account. Collectability of debts is reviewed at balance date. Allowances are made when collectability of the debt is no longer probable. Revenue from the sale of tickets, permits and goods are recognised at the time tickets/permits are issued or goods are delivered to customers. Refunds for ticket sales are accounted for when they occur. An estimate for these refunds is not provided for. Interest revenue is recognised using the effective interest method as set out in AASB 9 Financial Instruments. Resources Received Free of Charge Resources received free of charge are recognised as revenue when and only when a fair value can be reliably determined and the services would have been purchased if they had not been donated. Use of those resources is recognised as an expense. The Department of the Environment and Energy provides corporate services under a Service Delivery Agreement to the Director of National Parks. Revenues from Government The Director of National Parks received no direct appropriation from the Government for Departmental outputs. Funds are received directly by the Department of the Environment and Energy and transferred to the Director of National Parks.

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1.6 Gains Sale of Assets Gains from disposal of non-current assets are recognised when control of the asset has passed to the buyer.

1.7 Transactions with the Government as Owner Equity injections Amounts appropriated which are designated as 'equity injections' for a year (less any formal reductions) are received directly by the Department of the Environment and Energy and are transferred to the Director of National Parks. These amounts are recognised directly in Contributed Equity in that year.

1.8 Employee Benefits The legal entity of the Director of National Parks has only one employee, being the Director herself. However, under an arrangement with the Department of the Environment and Energy, the Director of National Parks has a number of employees of the Department of the Environment and Energy that are assigned to assist the Director. For the purpose of these Financial Statements, such employees are treated as employees of the Director of National Parks. Liabilities for 'short-term employee benefits' (as defined in AASB 119: Employee Benefits) and termination benefits due within twelve months are measured at their nominal amounts. The nominal amount is calculated with regard to the rates expected to be paid on settlement of the liability. Other long-term employee benefits are measured as a net total of the present value of the defined benefit obligation at the end of the reporting period minus the fair value at the end of the reporting period of plan assets (if any) out of which the obligations are to be settled directly. Leave The liability for employee benefits includes provision for annual leave and long service leave. No provision has been made for sick leave as all sick leave is non-vesting and the average sick leave taken in future years by employees of the Director of National Parks is estimated to be less than the annual entitlement for sick leave. The leave liabilities are calculated on the basis of employees' remuneration at the estimated salary rates that will be applied at the time the leave is taken, including the Director of National Parks' employer superannuation contribution rates to the extent that the leave is likely to be taken during service rather than paid out on termination. The liability for long service leave has been determined using the short-hand method in accordance with the FRR for reporting periods ending on or after 1 July 2014. The estimate of the present value of the liability takes into account attrition rates and pay increases through promotion and inflation. Separation and Redundancy Provision is made for separation and redundancy benefit payments. The Director of National Parks recognises a provision for termination when it has developed a detailed formal plan for the terminations and has informed those employees affected that it will carry out the terminations. Superannuation Employees of the Director of National Parks are members of the Commonwealth Superannuation Scheme (CSS), the Public Sector Superannuation Scheme (PSS) or the PSS accumulation plan (PSSap). The CSS and PSS are defined benefit schemes for the Commonwealth. The PSSap is a defined contribution scheme. The liability for defined benefits is recognised in the financial statements of the Australian Government and is settled by the Australian Government in due course. This liability is reported by the Department of Finance as an administered item. The Director of National Parks makes employer contributions to the Australian Government at rates determined by an actuary to be sufficient to meet the cost to the Government of the superannuation entitlements of the Director of National Parks' employees. The Director of National Parks accounts for the contributions as if they were contributions to defined contribution plans.

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The liability for superannuation recognised as at 30 June represents outstanding contributions for the final fortnight of the year.

1.9 Leases A distinction is made between finance leases and operating leases. Finance leases effectively transfer from the lessor to the lessee substantially all the risks and rewards incidental to ownership of leased non-current assets. An operating lease is a lease that is not a finance lease. In operating leases, the lessor effectively retains substantially all such risks and benefits. Where an asset is acquired by means of a finance lease, the asset is capitalised at either the fair value of the lease property or, if lower, the present value of minimum lease repayments at the inception of the contract and a liability is recognised at the same time and for the same amount. The discount rate used is the interest rate implicit in the lease. Leased assets are amortised over the period of the lease. Lease payments are allocated between the principal component and the interest expense. Operating lease payments are expensed on a straight line basis which is representative of the pattern of benefits derived from the leased assets. The majority of operating lease payments relate to arrangements with traditional owners over Kakadu, Uluru Kata-Tjuta and Booderee National Parks.

1.10 Fair Value Measurement The Director of National Parks has deemed no transfers between levels of the fair value hierarchy to have occurred for the 2015-16 reporting period. The Director of National Parks deems transfers between levels of the fair value hierarchy to have occurred when there has been a significant change in the volume or level of activity for the asset and where observable and unobservable inputs change due to the lack or presence of market- corroborated inputs. This is assessed once every 12 months with a formal revaluation undertaken once every three years.

1.11 Cash Cash is recognised at its nominal amount. Cash and cash equivalents include:

a) cash on hand; and b) demand deposits in bank accounts with an original maturity of 3 months or less that are readily

convertible to known amounts of cash and subject to insignificant risk of changes in value.

1.12 Financial Assets The Director of National Parks classifies its financial assets in the following categories:

• held-to-maturity investments; and • loans and receivables.

The classification depends on the nature and purpose of the financial assets and is determined at the time of initial recognition. Financial assets are recognised and derecognised upon ‘trade date’. Effective Interest Method The effective interest method is a method of calculating the amortised cost of a financial asset and of allocating interest income over the relevant period. The effective interest rate is the rate that exactly discounts estimated future cash receipts through the expected life of the financial asset, or, where appropriate, a shorter period. Held-to-Maturity Investments Non-derivative financial assets with fixed or determinable payments and fixed maturity dates that the Director of National Parks has the positive intent and ability to hold to maturity are classified as held-to-maturity investments. Held-to-maturity investments are recorded at amortised cost using the effective interest method less impairment, with revenue recognised on an effective yield basis.

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Loans and Receivables Trade receivables, loans and other receivables that have fixed or determinable payments that are not quoted in an active market are classi�ed as ‘loans and receivables’. Receivables are measured at amortised cost using the effective interest method less impairment. Interest is recognised by applying the effective interest rate. Impairment of financial assets Financial assets are assessed for impairment at the end of each reporting period. Financial assets held at amortised cost - if there is objective evidence that an impairment loss has been incurred for loans and receivables or held to maturity investments held at amortised cost, the amount of the loss is measured as the di�erence between the asset’s carrying amount and the present value of estimated future cash �ows discounted at the asset’s original e�ective interest rate. The carrying amount is reduced by way of an allowance account. The loss is recognised in the Statement of Comprehensive Income.

1.13 Financial Liabilities Financial liabilities are classi�ed as either �nancial liabilities ‘at fair value through pro�t or loss’ or other financial liabilities. Financial liabilities are recognised and derecognised upon ‘trade date’. Financial liabilities at fair value through profit or loss Financial liabilities at fair value through profit or loss are initially measured at fair value. Subsequent fair value adjustments are recognised in profit or loss. The net gain or loss recognised in profit or loss incorporates any interest paid on the financial liability.

Other Financial Liabilities Other financial liabilities are initially measured at fair value net of transaction costs. Other financial liabilities are subsequently measured at amortised cost using the effective interest method, with interest expense recognised on an effective yield basis. The effective interest method is a method of calculating the amortised cost of a financial liability and of allocating interest expense over the relevant period. The effective interest rate is the rate that exactly discounts estimated future cash payments through the expected life of the financial liability, or, where appropriate, a shorter period. Supplier and other payables Supplier and other payables are recognised at amortised cost. Liabilities are recognised to the extent that the goods or services have been received (and irrespective of having been invoiced).

1.14 Contingent Liabilities and Contingent Assets Contingent liabilities and contingent assets are not recognised in the Statement of Financial Position but are reported in the relevant notes. They may arise from uncertainty as to the existence of a liability or asset, or represent an existing liability or asset in respect of which settlement is not probable or the amount cannot be reliably measured. Remote contingencies are part of this disclosure. Contingent assets are reported when settlement is probable but not virtually certain and contingent liabilities are recognised when settlement is greater than remote.

1.15 Acquisition of Assets Assets are recorded at cost on acquisition except as stated below. The cost of acquisition includes the fair value of assets transferred in exchange and liabilities undertaken. Financial assets are initially measured at their fair value plus transaction costs where appropriate. Assets acquired at no cost, or for nominal consideration, are initially recognised as assets and revenues at their fair value at the date of acquisition, unless acquired as a consequence of restructuring of administrative arrangements. In the latter case, assets are initially recognised as contributions by owners at the amounts at which they were recognised in the transferor entity’s accounts immediately prior to the restructuring.

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1.16 Infrastructure, Plant and Equipment (IP&E) Asset Recognition Threshold Purchases of infrastructure plant and equipment are recognised initially at cost in the Statement of Financial Position, except for purchases costing less than $5,000, which are expensed in the year of acquisition (other than where they form part of a group of similar items which are significant in total). The initial cost of an asset includes an estimate of the cost of dismantling and removing the item and restoring the site on which it is located. Revaluations Fair values for each class of asset are determined as shown below:

Asset class Fair value measured at: Land Market selling price Buildings excluding leasehold improvements Depreciated replacement cost Leasehold improvements Depreciated replacement cost Infrastructure, plant & equipment Depreciated replacement cost

Following initial recognition at cost, infrastructure, plant and equipment are carried at fair value less subsequent accumulated depreciation and accumulated impairment losses. Valuations are conducted with sufficient frequency to ensure that the carrying amounts of assets do not materially differ from the assets’ fair values as at the reporting date. The regularity of independent valuations depends upon the volatility of movements in market values for the relevant assets. A formal revaluation was conducted in 2014. Revaluation adjustments are made on a class basis. Any revaluation increment is credited to equity under the heading of asset revaluation reserve except to the extent that it reverses a previous revaluation decrement of the same asset class that was previously recognised through operating result. Revaluation decrements for a class of assets are recognised directly through operating result except to the extent that they reverse a previous revaluation increment for that class. Any accumulated depreciation as at the revaluation date is eliminated against the gross carrying amount of the asset and the asset restated to the revalued amount. The Director of National Parks has undertaken a componentisation approach for the road assets based on the valuation approach of the revaluation in 2013-14. The Director of National Parks is of the view that the approach is reasonable and in line with the guidance set out by the Australian Accounting Standards Board (AASB). The Director of National Parks performed a formal desktop revaluation of the road infrastructure in 2015-16 which was conducted by AssetVal Pty Ltd. This was to ensure no significant movements or changes in assumptions occurred in the fair value of the road infrastructure over the past 12 months. No significant movements occurred from the outcomes of the revaluation performed in 2015-16. Impairment All assets were assessed for impairment at 30 June 2016. Where indications of impairment exist, the asset’s recoverable amount is estimated and an impairment adjustment made if the asset’s recoverable amount is less than its carrying amount. The recoverable amount of an asset is the higher of its fair value less costs to sell and its value in use. Value in use is the present value of the future cash flows expected to be derived from the asset. Where the future economic bene�t of an asset is not primarily dependent on the asset’s ability to generate future cash flows, and the asset would be replaced if the Director of National Parks were deprived of the asset, its value in use is taken to be its depreciated replacement cost. Depreciation Depreciable infrastructure, plant and equipment assets are written-off to their estimated residual values over their estimated useful lives to the Director of National Parks using, in all cases, the straight-line method of depreciation. Leasehold improvements are depreciated on a straight-line basis over the lesser of the estimated useful life of the improvements or the unexpired period of the lease. Depreciation rates (useful lives), residual values and methods are reviewed at each reporting date and necessary adjustments are recognised in the current, or current and future reporting periods, as appropriate.

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Depreciation rates applying to each class of depreciable asset are based on the following useful lives:

2015-16 2014-15

Artworks 10 to 100 years 10 to 100 years

Buildings 5 to 85 years 5 to 85 years

Infrastructure 7 years to Indefinite Life 7 to 100 years

Plant and equipment 2 to 60 years 2 to 60 years

DerecognitionAn item of infrastructure, plant and equipment is derecognised upon disposal or when no further future economic benefits are expected from its use or disposal.

Heritage and Cultural AssetsThe Director of National Parks has various heritage and cultural items which have not been recorded as assets in the financial statements, due to the difficulties associated with the reliable measurement of these items. The items include living collections in the Australian National Botanical Gardens and historic buildings which are managed as ruins. The Director of National Parks has adopted, through consultation with boards of management, where relevant, appropriate curatorial and preservation policies for these items. The Director of National Park's curatorial and preservation policies can be found in the Plan of Management for each national park at http://www.parksaustralia.gov.au.

1.17 Intangibles

The Director of National Parks' intangibles comprise internally developed and purchased software for internal use and water entitlements. Internally developed software is carried at cost less accumulated amortisation and accumulated impairment losses.

Software is amortised on a straight-line basis over its anticipated useful life. The useful lives of the Director of National Parks' software are 4 to 5 years (2014-15: 4 to 5 years).

All software assets were assessed for indications of impairment as at 30 June 2016.

Water entitlements are carried at cost where there is no active market. When an active market exists they are carried at fair value. These assets are assessed as having an indefinite useful life.

1.18 Taxation

The Director of National Parks is exempt from all forms of taxation except fringe benefits tax (FBT) and the goods and services tax (GST).

Revenues, expenses, assets and liabilities are recognised net of GST: a) except where the amount of GST incurred is not recoverable from the Australian Taxation Office;

andb) except for receivables and payables.

1.19 Events after the Reporting Period

There was no subsequent event that had the potential to significantly affect the ongoing structure and financial activities of the entity.

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1.20 Departmental Major Budget Variances The following tables provide a comparison of the original budget as presented in the 2015-16 Portfolio Budget Statements (PBS) to the 2015-16 final outcome as presented in accordance with Australian Accounting Standards for the entity. The Budget is not audited and does not reflect additional budget estimates provided in the 2015-16 Portfolio Additional Estimates Statements (PAES) or the revised budget provided as part of the 2016-17 Portfolio Budget Statements (PBS). However, major changes in budget have been explained as part of the variance analysis where relevant. The actuals are prepared in accordance with Australian Accounting Standards.

Variances are considered to be 'major' based on the following criteria:

• The variance between budget and actual is greater than 10% of the relevant category (Income, Expenses and Equity totals); and

• The variance between budget and actual is greater than $1 million of the relevant category. Statement of Comprehensive Income Explanations of major variances Affected line items (and statement) Employee benefits

Employee benefits are higher than expected due to the Commonwealth Marine Reserves agreement with The Department of the Environment and Energy and Energy not being included in the Portfolio Budget Statements (PBS). In addition, increased park fee revenue has enabled investment in operational resources throughout the financial year for the delivery of outcomes.

Employee benefits (Statement of Comprehensive Income) Employees (Cash Flow Statement)

Suppliers

Supplier expenses are higher than expected due to the Commonwealth Marine Reserves agreement with The Department of the Environment and Energy and Energy not being included in the budget. In addition, increased park fee revenue has enabled investment in operational resources throughout the financial year for the delivery of outcomes.

Suppliers (Statement of Comprehensive Income) Suppliers (Cash Flow Statement)

Depreciation and amortisation

The depreciation is lower due to changes to the useful lives and the incorporation of residual values as a result of processing the formal revaluation on non-financial assets undertaken in 2013-14. The revaluation was conducted after the release of the budget. The useful lives and residual values primarily impacted the infrastructure asset class.

Depreciation and amortisation (Statement of Comprehensive Income) Infrastructure, plant & equipment (Statement of Financial Position)

Sale of goods and rendering of services

Sale of goods and rendering of services are higher than expected due to the Commonwealth Marine Reserves agreement with The Department of the Environment and Energy not being included in the budget. In addition, greater than expected park fee revenue was received due to the introduction of the new fee structures.

Sale of goods and rendering of services (Statement of Comprehensive Income) Sale of goods and rendering of services (Cash Flow Statement)

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Statement of Comprehensive Income (Cont.) Explanations of major variances Affected line items (and statement)

Other revenue Other revenue includes a classification change for Resources Received Free of Charge (RRFOC) from Other gains reported in the 2015-16 budget. RRFOC represents the value of corporate services provided by the Department of the Environment and Energy and Energy under a Service Delivery Agreement. This variance also includes insurance revenue and greater than expected revenue from donations, recoveries and fuel tax credits which are not included in the PBS.

Other revenue (Statement of Comprehensive Income) Other gains (Statement of Comprehensive Income

Statement of Financial Position Explanations of major variances Affected line items (and statement)

Cash and cash equivalents Cash and cash equivalents are lower than budget due to an increase investment. The variance is due to a combination of underspends in capital expenditure, a surplus cash transferred to investments and the use of unearned revenue and suppliers.

Cash and cash equivalents (Statement of Financial Position) Investments (Statement of Financial Position) Sale of goods and rendering of services (Cash Flow Statement) Net GST received (Cash Flow Statement) Investments in term deposits (Cash Flow Statement) Purchase of property, plant and equipment (Cash Flow Statement)

Trade and other receivables

Trade and other receivables were lower than expected due to the introduction of a just-in-time park pass system which reduced the demand on purchasing park pass in bulk.

Trade and other receivables (Statement of Financial Position)

Infrastructure, plant & equipment A formal revaluation was conducted on the road infrastructure in 2015-16 which increased the value of the DNP's road infrastructure. The impacts of the revaluation were not included in the budget as the revaluation was conducted after the release of the PBS.

Infrastructure, plant and equipment (Statement of Financial Position) Reserves (Statement of Financial Position) Asset revaluation surplus (Statement of Changes in Equity)

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Statement of Financial Position (Cont.)

Explanations of major variances Affected line items (and statement)

Other payables

Other payable is lower than anticipated by the reduction in unearned revenue. There was an increase in the delivery of projects which has resulted in increased revenue being recognised.

Other payables(Statement of Financial Position)

Reserves

A formal revaluation was conducted on the road infrastructurein 2015-16 which increased the value of assets and the reserves. The impacts of the revaluation were not included in the budget as the revaluation was conducted after the release of the PBS.

Reserves(Statement of Financial Position)

Asset revaluation surplus(Statement of Changes in Equity)

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DIRECTOR OF NATIONAL PARKS

Note 2: Expenses 2016 2015$’000 $’000

Note 2A - Employee BenefitsWages and salaries 25,230 25,092 Superannuation

Defined contribution plans 2,418 2,129 Defined benefit plans 2,245 2,442

Leave and other entitlements 3,332 2,257 Separation and redundancies 344 139 Other employee expenses - 17 Total employee benefits 33,569 32,076

Note 2B - SuppliersGoods and services supplied or renderedProfessional services 7,014 8,795 Property expenses 2,361 2,353 Repairs and maintenance 4,068 2,767 Parks operation & maintenance 5,810 4,842 Employee related expenses 2,082 1,827 Information technology & communication 1,688 1,636 Service delivery charges 4,078 4,018 Other 1,409 1,399 Total goods and services supplied or rendered 28,510 27,637

Goods supplied 3,310 3,015 Services rendered 25,200 24,622 Total goods and services supplied or rendered 28,510 27,637

Other supplier expensesOperating lease rentals:

Minimum lease payments 769 852 Contingent rentals 3,856 3,606

Total other supplier expenses 4,625 4,458 Total supplier expenses 33,135 32,095

Supplier CommitmentsSupplier commitments comprise of general consultancy services, utilities and maintenance works.

Within 1 year 5,321 4,835 Between 1 to 5 years 5,601 5,544

Total supplier commitments 10,922 10,379

Leasing CommitmentsLeases for rent of national parks from Traditional Owners - The Director of National Parks in its capacity as lessee, leases Kakadu National Park, Uluru-Kata Tjuta National Park and Booderee National Park from the parks' Traditional Owners. Annual rent is payable in advance. Terms of leases vary up to a maximum of 99 years.

The lease terms with Kakadu National Park and Uluru-Kata Tjuta National Park Traditional Ownersprovide for a review of the annual rent amount every five years.

The lease terms with Booderee National Park Traditional Owners provide for an annual review of the rental amount.

Commitments for minimum lease payments in relation to non-cancellable operating leases are payable as follows:

Within 1 year 1,152 1,090 Between 1 to 5 years 4,608 4,359 More than 5 years 73,113 70,550

Total operating lease commitments 78,873 75,999

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS

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DIRECTOR OF NATIONAL PARKS

Note 2: Expenses (Cont) 2016 2015$’000 $’000

Note 2C - GrantsGrants

Non-profit entities 234 -Total grants 234 -

Note 2D - Depreciation and AmortisationDepreciation:

Buildings 3,514 3,435 Infrastructure, plant and equipment 9,406 9,059

Total depreciation 12,920 12,494 Amortisation:

Intangibles 145 133 Total amortisation 145 133 Total depreciation and amortisation 13,065 12,627

Note 2E - Write-down and impairment of assetsFinancial assets

Impairment of receivables 195 4 Total write-down and impairment of assets 195 4

Note 2F - Sale of assetsLand and buildings

Proceeds from sale - -Carrying value of assets sold 2 -

Infrastructure, plant & equipmentProceeds from sale (231) -Carrying value of assets sold 461 -

IntangiblesProceeds from sale - (78)Carrying value of assets sold 86 362

Net loss (gain) from sale of assets 318 284

Note 3: Own-Source Revenue and Gains

OWN-SOURCE REVENUE

Note 3A - Sale of goods and rendering of servicesSale of goods 125 75Rendering of services 27,261 27,306Total sale of goods and rendering of services 27,386 27,381

Note 3B - InterestDeposits 1,041 957 Total Interest 1,041 957

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS

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Note 3: Own-Source Revenue and Gains (Cont) 2016 2015$’000 $’000

Note 3C - Other revenueResources received free of charge - service delivery charges 4,078 4,018 Sublease rental income 256 192 Other revenue 1,567 2,847 Total other revenue 5,901 7,057

Subleasing rental income commitmentsSublease rental income - The Director of National Parks in its capacity as lessor has the following three subleases:

- Cafe within the Australian National Botanic Gardens which is subject to an annual increase in line with the movement in consumer price index; - Bookshop within the Australian National Botanic Gardens which is subject to an annual increase in line with the movement in consumer price index; - Day Spa within the Australian National Botanic Gardens which is subject to an annual review to the consumer price index; and - the Aurora Resort at Kakadu National Park which has no escalation clauses.

Commitments for sublease rental income receivables are as follows:Within 1 year 1,019 911 Between 1 to 5 years 1,315 1,443 More than 5 years 6,856 6,662

Total sublease rental income commitments 9,190 9,016

Note 4: Financial Assets

Note 4A - Cash and Cash EquivalentsCash on deposit 20,278 25,117 Cash on hand 164 131 Total cash and cash equivalents 20,442 25,248

Note 4B - InvestmentsTerm Deposits 26,122 18,142 Total investments 26,122 18,142

All investments are expected to be recovered within 12 months.Term deposits are recognised at their nominal amounts and interest is credited to revenue as it accrues. 6

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Note 4: Financial Assets 2016 2015$’000 $’000

Note 4C - Trade and Other ReceivablesGoods and services receivables

Goods and services 797 1,174 Total goods and services receivables 797 1,174

Other ReceivablesNet GST receivable from ATO 372 529 Other receivables 566 607 Total other receivables 938 1,136 Total trade and other receivables (gross) 1,735 2,310

Less: Impairment allowance accountGoods and services (190) (339)

Total impairment allowance account (190) (339)Total trade and other receivables (net) 1,545 1,971

All receivables are expected to be received in less than 12 months.

Receivables (gross) are aged as follows:Not overdue 1,203 1,436 Overdue by:

Less than 30 days 77 11 31 to 60 days 81 58 61 to 90 days 120 33 More than 90 days 254 772

532 874 Total receivables (gross) 1,735 2,310

The impairment allowance account is aged as follows:Overdue by:

More than 90 days (190) (339)Total impairment allowance account (190) (339)

Reconciliation of the impairment allowance account:

Movements in relation to 2016Goods and Other

services receivables Total2016 2016 2016$'000 $'000 $'000

Opening balance (339) - (339)Amounts written off 339 - 339 Increase/(Decrease) recognition in net cost of services (190) - (190)

Closing balance (190) - (190)

Movements in relation to 2015Goods and Other

services receivables Total2015 2015 2015$'000 $'000 $'000

Opening balance (339) (6) (345)Increase recognised in net surplus - 6 6

Closing balance (339) - (339)

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Note 4: Financial Assets (Cont) 2016 2015$’000 $’000

Note 4D - Accrued revenueAccrued Revenue 210 1,921 Total accrued revenue 210 1,921

Accrued revenue is expected to be recovered within 12 months. No indicators of impairment were found for accrued revenue.

Note 5: Non-Financial Assets

Note 5A: Land and BuildingsLand at fair value 5,690 5,690

Buildings on land- work in progress 465 736 - fair value 68,232 67,528 - accumulated depreciation (6,949) (3,435)

Total buildings on land 61,748 64,829

Total land and buildings 67,438 70,519

No indicators of impairment were found for land and buildings.No land and buildings are expected to be sold or disposed within the next 12 months.

Note 5B: Infrastructure, Plant and EquipmentInfrastructure, plant and equipment

- work in progress 3,265 4,294 - fair value 157,522 164,063 - accumulated depreciation (5,959) (9,025)

Total infrastructure, plant and equipment 154,828 159,332

No indicators of impairment were found for infrastructure, plant and equipment.

The Director of National Parks has various heritage and cultural items which have not been recorded as assets inthe financial statements, due to the difficulties associated with the reliable measurement of these items. Theseitems include living collections and historic buildings which are managed as ruins. There was no significantacquisition or disposal activity in relation to these items in the current reporting period.

Contractual commitments for the acquisition of property, plant, equipment and intangible assets

Within one year 2,969 1,511

Total contractual commitments for the acquisition of property, plant, equipment and intangible assets 2,969 1,511

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Note 5C - Analysis of property, plant and equipment

Table A - Reconciliation of the opening and closing balances of property, plant and equipment (2015-16)

Land Buildings Total Land & Buildings

Infrastructure Plant &

EquipmentTotal

$'000 $'000 $'000 $'000 $'000As at 1 July 2015Gross book value 5,690 68,264 73,954 168,357 242,311 Accumulated depreciation and impairment - (3,435) (3,435) (9,025) (12,460)Net book value 1 July 2015 5,690 64,829 70,519 159,332 229,851 Additions

Purchase - 455 455 4,078 4,533 Recognition - - - - -

Revaluations and impairments recognised in other comprehensive income 1 - - - 1,044 1,044 Depreciation expense - (3,513) (3,513) (9,406) (12,919)Disposals - by sale - (2) (2) (241) (243)Write-down and impairment recognised through the operating result - - - - -Transfers - (21) (21) 21 -Net book value 30 June 2016 5,690 61,748 67,438 154,828 222,266

Net book value as of 30 June 2016 represented by:Gross book value 5,690 68,697 74,387 160,787 235,174 Accumulated depreciation - (6,949) (6,949) (5,959) (12,908)

5,690 61,748 67,438 154,828 222,266

1A revaluation on road infrastructure was conducted as at 30 June 2016 by an independent valuer. The revaluation was conducted in accordance with the revaluation policy stated at Note 1.

Table A - Reconciliation of the opening and closing balances of property, plant and equipment (2014-15)

Land Buildings Total Land & Buildings

Infrastructure Plant &

EquipmentTotal

$'000 $'000 $'000 $'000 $'000

As at 1 July 2015Gross book value 5,690 67,312 73,002 161,596 234,598 Accumulated depreciation and impairment - - - - -Net book value 1 July 1 July 2015 5,690 67,312 73,002 161,596 234,598 Additions

Purchase - 607 607 7,502 8,109 Recognition - - - - -

Depreciation expense - (3,435) (3,435) (9,059) (12,494)Disposals - by sale - - - (362) (362)Write-down and impairment recognised in net cost of services - - - - -Transfers - 345 345 (345) -Net book value 30 June 2015 5,690 64,829 70,519 159,332 229,851

Net book value as of 30 June 2015 represented by:Gross book value 5,690 68,264 73,954 168,357 242,311 Accumulated depreciation - (3,435) (3,435) (9,025) (12,460)

5,690 64,829 70,519 159,332 229,851 6

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2016 2015Note 5D: Intangibles $’000 $’000Computer software

Purchased - in progress 623 440 Accumulated amortisation (258) (133)Internally developed - in progress 378 322

Total Computer Software 743 629

Water Entitlements 93 93 Total Water Entitlements 93 93 Total intangibles 836 722

No indicators of impairment were found for intangible assets.No intangibles are expected to be sold or disposed of within the next 12 months.

Note 5E - Analysis of intangibles

Table A - Reconciliation of the opening and closing balances of intangibles (2015-16)Computer Software

Computer Software

Water Entitlements

Total

$'000 $'000 $'000 $'000

As at 1 July 2015Gross book value 440 322 93 855 Accumulated amortisation (133) - - (133)Net book value 1 July 2015 307 322 93 722 Additions Purchased 289 56 - 345 Amortisation expense (125) - - (125)Disposals (106) - - (106)Transfers - - - -Net book value 30 June 2016 365 378 93 836

Net book value as of 30 June 2016 represented by:Gross book value 623 378 93 1,094 Accumulated amortisation (258) - - (258)

365 378 93 836

Table A - Reconciliation of the opening and closing balances of intangibles (2014-15)Computer Software

Computer Software

Water Entitlements

Total

$'000 $'000 $'000 $'000As at 1 July 2015Gross book value 277 163 93 533 Accumulated amortisation - - - -Net book value 1 July 2015 277 163 93 533 Additions Purchased - 322 - 322 Amortisation expense (133) - - (133)Transfers 163 (163) - -Net book value 30 June 2015 307 322 93 722

Net book value as of 30 June 2015 represented by:Gross book value 440 322 93 855 Accumulated amortisation (133) - - (133)

307 322 93 722

Purchased Developed

Purchased Developed

6

Financialstatements



2016 2015$’000 $’000

Note 5F: Other Non-Financial AssetsPrepayments 552 539 Total other non-financial assets 552 539

No indicators of impairment were found for other non-financial assets.

Note 6: Payables

Note 6A - SuppliersTrade creditors and accruals 2,177 1,784 Operating lease rentals 822 809 Total supplier payables 2,999 2,593

Settlement was usually made within 30 days.

Note 6B - Other PayablesSalaries and wages 86 815 Separation & redundancies 128 139 Superannuation 16 150 Unearned revenue 4,195 5,425 Other payables 17 129 Total other payables 4,442 6,658

All other payables are expected to be settled within 12 months.

Note 7: Appropriations

All other non-financial assets are expected to be recovered in 12 months.

The Director of National Parks received no direct appropriation from the Government for Departmental outputs. Funds are appropriated directly to the Department of the Environment and transferred to the Director of National Parks. Funds transferred from the Department of the Environment and Energy included a $40.470m Corporate Commonwealth Entity payment (2014-15: $41.045m). The Director of National Parks did not receive an equity injection in 2015-16 (2014-15: Nil).

When received by the Director of National Parks, the payments made are legally the money of the Director of National Parks and do not represent any balance remaining in the Consolidated Revenue Fund.

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127


Note 8: Regulatory Charging Summary 2016 2015$'000 $'000

Amounts appliedDepartmental Own source revenue 10,788 9,607 Payments from portfolio agency - -

Total amounts applied 10,788 9,607

ExpensesDepartmental 10,788 9,607

Total expenses 10,788 9,607

RevenueDepartmental 12,609 11,017

Total revenue 12,609 11,017

ReceivablesNot Overdue 636 185Overdue by

0 - 30 days 74 131 - 60 days 37 -61 - 90 days 1 -More than 90 days 22 341

Total receivables 770 527

Amounts written offDepartmental - -

Total amounts written off - -

Cost recovered activities: - Park entry and associated fees - Education services - Parking fees

Documentation (Cost Recovery Impact Statement) for the above activities is available athttp://www.environment.gov.au/resource/director-national-parks-cost-recovery-impact-statement-january-2012-december-2016

6

Financialstatements



Note 9: Cash Flow Reconciliation 2016 2015$’000 $’000

Cash and cash equivalents as per:Cash flow statement 20,442 25,248 Statement of financial position 20,442 25,248 Difference - -

Reconciliation of net cost of services to net cash from operating activities:

Net cost of services (5,828) (816)Adjustments for non-cash items Depreciation and amortisation 13,065 12,627 Interest from investments (638) (548) Take up of assets for the first time - - Write down of non-financial assets - 215 (Gain) / loss on disposal of non-current assets 318 69 Changes in Assets and Liabilities (Increase)/decrease in net receivables 270 1,856 (Increase)/decrease in GST receivables 157 (165) (Increase)/decrease in prepayments (13) 455 (Increase)/decrease in accrued revenue 1,710 (1,785) Increase/(decrease) in unearned revenue (1,229) (1,703) Increase/(decrease) in employee provisions and payables (663) (2,633) Increase/(decrease) in supplier payables 267 (930) Increase/(decrease) in other payables (12) 10 Net cash from operating activities 7,404 6,652

Reconciliation of cash and cash equivalents per statement of financial position to cash flow statement

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Note 10: Employee Provisions 2016 2015$’000 $’000

Leave 8,312 8,129 Total employee provisions 8,312 8,129

Employee Provisions are expected to be settled in:No more than 12 months 4,033 4,181 More than 12 months 4,279 3,948

Total employee provisions 8,312 8,129

Note 11: Senior Management Personnel Remuneration

Short-term employee benefits:Salary 913,024 960,875 Other1 8,944 11,350

Total short-term employee benefits 921,968 972,225

Post-employment benefits:Superannuation 155,954 221,694

Total post-employment benefits 155,954 221,694

Other long-term employee benefitsAnnual leave accrual 76,476 77,992 Long service leave 24,910 26,024

Total other long-term employee benefits 101,386 104,016

Total 1,179,308 1,297,935

1 Other short-term employee benefits consist of salary sacrifice and fringe benefit arrangements.

The total number of senior management personnel that are included in the above table are 6 individuals (2015: 5 individuals and includes the appointment of Ms Barnes as the Director of National Parks and one senior executive with the incorporation of the Commonwealth Marine Reserves).

Notes

6

Financialstatements



Note 12: Related Party Disclosures

Director of National Parks

Loans to Director and Director related entities

Other Transactions with Director or Director related entities

Note 13: Contingent Liabilities and Contingent Assets

Note 14: Financial Instruments 2016 2015$'000 $'000

Note 14A - Categories of financial instrumentsFinancial AssetsLoans and receivables Cash 4A 20,442 25,248

Trade and other receivables 4C 1,173 1,442 Accrued revenue 4D 210 1,921

Total Loans and receivables 21,825 28,611

Held-to-Maturity

Cash in term deposits 4B 26,122 18,142 Total Held-to-Maturity 26,122 18,142

Carrying amount of financial assets 47,947 46,753

Financial LiabilitiesAt amortised cost

Supplier payables 6A 2,999 2,593 Other payables 6B 17 129

Carrying amount of financial liabilities 3,016 2,722

There were no other transactions with either the Director or entities related to the Director during 2015-16 (2014-15: Nil).

There were no loans made to either the Director or entities related to the Director during 2015-16 (2014-15: Nil).

There were no quantifiable contingent assets, contingent liabilities or significant remote contingencies identified for 30 June 2016.

In 2014-15, the Director of National Parks identified an unquantifiable contingent liability in relation to the whole-of-Commonwealth commitment to remediate all government occupied and controlled buildings from asbestos containing materials by 2030. This commitment was published by the Asbestos Safety and Eradication Agency through its National Strategic Plan for Asbestos Awareness and Management 2013-18.

The Asbestos Safety and Eradication Agency has reviewed and finalised this plan (National Strategic Plan for Asbestos Awareness and Management 2014-18) which no longer commits remediation by the 2030 deadline.

The Director of National Parks during the year was Ms Gillian Sally Barnes. The aggregate remuneration of the Director is disclosed in Note 11: Senior Management Personnel Remuneration

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131


Note 14: Financial Instruments (Cont) 2016 2015$'000 $'000

Note 14B - Net gains or losses on financial assetsLoans and receivables

Interest revenue 3B 1,041 957 Write down - financial assets 4D (195) (4)

Net gain from loans and receivables 846 953 Net gain from financial assets 846 953

Note 14C - Net gains or losses on financial liabilitiesThere were no net gains or losses on financial liabilities in 2015-16 (2014-15: Nil).

Note 14D - Fair value of financial instruments

Note 14E - Credit risk

The Director of National Parks holds no collateral to mitigate against credit risk.

Credit quality of financial instruments not past due or individually determined as impaired:

Not Past Due Nor Impaired

Not Past Due Nor Impaired

Past due or impaired

Past due or impaired

2016 2015 2016 2015$'000 $'000 $'000 $'000

20,442 25,248 - -831 907 532 874

Accrued revenue 210 1,921 - -21,483 28,076 532 874

Ageing of financial assets that were past due but not impaired for 20160 to 30 days 31 to 60 days 61 to 90 days 90+ days Total

$'000 $'000 $'000 $'000 $'00077 81 120 64 342 77 81 120 64 342

Ageing of financial assets that were past due but not impaired for 20150 to 30 days 31 to 60 days 61 to 90 days 90+ days Total

$'000 $'000 $'000 $'000 $'00011 58 33 433 535 11 58 33 433 535

Total

Trade and other receivablesTotal

The Director of National Parks is exposed to minimal credit risk as the majority of cash equivalents and other receivables are cash or trade receivables. The maximum exposure to credit risk is the risk that arises from potential default of a debtor. This amount is equal to the total amount of trade receivables (2016: $1,716,186 and 2015: $2,309,168). The Director of National Parks has assessed the risk of the default on payment and has allocated $189,907 in 2016 (2015: $338,770) to an impairment and allowance account.

Cash and cash equivalentsTrade and other receivables

Total

Trade and other receivables

The carrying value of the Director of National Parks' financial instruments are a reasonable approximation of fair value.

6

Financialstatements



Note 14: Financial Instruments (Cont)

Note 14F - Liquidity risk

Maturities for non-derivative financial liabilities in 2016On demand within 1 year 1 to 5 years > 5 years Total

2016 2016 2016 2016 2016$'000 $'000 $'000 $'000 $'000

- 2,999 - - 2,999 Other payables - 17 - - 17

- 3,016 - - 3,016

Maturities for non-derivative financial liabilities in 2015On demand within 1 year 1 to 5 years > 5 years Total

2015 2015 2015 2015 2015$'000 $'000 $'000 $'000 $'000

- 2,593 - - 2,593 Other payables - 129 - - 129

- 2,722 - - 2,722

Note 14G - Market risk

Interest Rate Risk

The Director of National Park's financial liabilities are payables (due and payable). The exposure to liquidity risk is based on the notion that the Director of National Parks will encounter difficulty in meeting its obligations associated with financial liabilities. This is highly unlikely due to appropriation funding and mechanisms available to the Director of National Parks and internal policies and procedures put in place to ensure there are appropriate resources to meet its financial obligations as and when due.

Trade creditors and accruals

The Director of National Parks holds basic financial instruments that do not expose it to market risks. The Director of National Parks is not exposed to 'currency risk' or 'other price risk'.

The only interest-bearing items on the balance sheet are 'Cash on deposit' which bear interest at a fixed interest rate and 'Cash held in Term Deposits' which bear interest at a fixed rate for the period of the term deposit. The term deposits are not exposed to significant interest rate movements and upon maturity, the Director of National Parks returns the funds into its bank account or invests into further term deposits where they are invested at the best available interest rate and deemed to be low risk.

Total

Total

Trade creditors and accruals

6

133


Note 15: Fair Value Measurement

The following table provides an analysis of assets and liabilities that are measured at fair value.The different levels of the fair value hierarchy are defined below.

Level 1: Quoted prices (unadjusted) in active markets for identical assets or liabilities that the entity can access at measurement date.Level 2: Inputs other than quoted prices included within Level 1 that are observable for the asset or liability, either directly or indirectly.Level 3: Unobservable inputs for the asset or liability.

Note 15A - Fair Value Measurement, Valuation Techniques and Inputs Used

2016 2015 Category

$'000 $'000(Level 1, 2

or 3) Valuation

technique(s)2 Inputs UsedNon-financial assets

Land 5,690 5,690 Level 2 Market Approach Adjusted market

transactions

Buildings 61,748 64,829 Level 3 Depreciated

Replacement Cost Number of Labour

Hours Condition Rating/ Obsolescence of

asset Remaining Useful

Life

Infrastructure, plant & equipment 154,828 159,332 Level 3

Infrastructure Depreciated

Replacement Cost Number of Labour

Hours Condition Rating/ Obsolescence of

asset

Remaining Useful Life

Residual Value

Plant & Equipment Depreciated

Replacement Cost

Condition Rating/ Obsolescence of

asset Remaining Useful

Life Replacement Cost

Total non-financial assets 222,266 229,851

222,266 229,851

The Director of National Parks performed a formal desktop revaluation of the road infrastructure in 2015-16 which was conducted by AssetVal Pty Ltd. This was to ensure no significant movements or changes in assumptions occurred in the fair value of the road infrastructure occurred over the past 12 months.

For Levels 2 and 3 fair value measurements

Residual values consider an asset may have a use at some level at the end of its economic life. The AASB have the view that recognition of residual value is not appropriate when existing assets are expected to be recycled into a replacement asset but rather the use of componentisation and appropriate application of useful lives would result in a reasonable approach in the absence of residual values.

The Director of National Parks has undertaken a componentisation approach for the road assets based on the valuation approach of the revaluation in 2013-14. The Director of National Parks is of the view the approach is reasonable and in line with the guidance set out by the AASB.

Fair value measurements at the end of the reporting period

Total fair value measurement of assets in the statement of financial position

2. Although the valuation method of depreciated replacement cost has not changed during the period, the Director of National Parks conducted a formal revaluation of non-financial assets in 2013-14 which resulted in a change in valuation technique for road infrastructure. The revaluation process used a componentisation approach which provided unit costs for each road component and applied a more detailed approach in the concept of residual values in order to determine the fair value. In 2014-15 the Australian Accounting Standards Board (AASB) provided guidance on the interpretation of residual values particularly with regards to recyclable assets such as road infrastructure.

6

Financialstatements


6


Note 15: Fair Value Measurement (Cont)

Note 15B - Level 1 and Level 2 Transfers for Recurring Fair Value Measurement

The DNP had no transfers between Level 1 and Level 2 of the measurement hierarchy.

The Director of National Parks' policy for determining when transfers between levels are deemed to have occurred can be found in Note 1.

Note 15C - Reconciliation for Recurring Level 3 Fair value Measurements

Recurring Level 3 fair value measurements - reconciliation for assets

2016 2015 2016 2015 2016 2015$,000 $,000 $,000 $,000 $,000 $,000

Opening balance1 64,829 67,312 159,332 161,596 224,161 228,908

Total gains/losses recognised in net cost of services2 (3,513) (3,435) (9,406) (9,059) (12,919) (12,494)

Additions by revaluation and impairment through equity3 - - 1,044 - 1,044 - Purchases 455 607 4,078 7,501 4,533 8,108Sales (2) - (241) (362) (243) (362)Transfers out of Level 34 - - 21 (345) 21 (345)Transfers into Level 34 (21) 345 - - (21) 345

Closing Balance 61,748 64,829 154,828 159,331 216,576 224,160The Director of National Parks' policy for determining when transfers between levels are deemed to have occurred can be found in Note 1.

1. Opening balances as determined in accordance with AASB 13 Fair Value Measurement .2. These gains/(losses) are presented in the Statement of Comprehensive Income under depreciation and amortisation.3. A revaluation of road infrastructure was undertaken by the Director of National Parks in 2015-16.4. There have been no transfers between levels of the hierarchy during the year.

Note 16: Reporting of Outcomes

Net Cost of Outcome Delivery

The Director of National Parks is structured to contribute to the following outcome:

Outcome 1

2016 2015$'000 $'000

DepartmentalExpenses (80,626) (77,256)Own-source income 74,798 76,440 Net cost of outcome delivery (5,828) (816)

The net costs shown include intra-government costs that would be eliminated in calculating the actual Budget Outcome.

Non-financial assetsBuildings Infrastructure, plant

and equipmentTotal

The Director of National Parks has only one outcome - Conservation and appreciation of Commonwealth reserves through the provision of safe visitor access, the control of invasive species and working with stakeholders and neighbours.

Outcome 1

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Appendices 77


Appendix A: Overview of individual reserves

Table A1: Five-year overview of terrestrial and marine Commonwealth reserves

2011–12 2012–13 2013–14 2014-15 2015-16

Terrestrialreservesarea(numberofreserves)

2,130,774(7)

2,132,002(7)

2,132,002(7)

2,132,002(7)

2,132,002(7)

Marinereservesarea(numberofreserves)

49,844,075(26)

282,773,335(59)

283,402,751(59)

283,402,751(59)

283,402,751(59)

TheInternationalUnionforConservationofNature(IUCN)protectedareaclassificationsystemcomprisessevenmanagementcategories,notallofwhichhavebeenappliedtore-servesdeclaredundertheEnvironment Protection and Biodiversity Conservation Act 1999.SectionsofsomereservesarezonedadifferentIUCNcategoryfromthereserveasawhole,toreflectthemanagementstrategyforthosesections.

Table A2: Individual terrestrial reserves 2015-16

Reserve nameArea

(hectares)Year

declared

IUCNcategory

Jointly managed national parks

BoodereeNationalPark 6379 1992 II

KakaduNationalPark 1,980,995 1979 II

Uluru–KataTjutaNationalPark 132,566 1977 II

Other Commonwealth terrestrial reserves

AustralianNationalBotanicGardens 85 1991 IV

ChristmasIslandNationalPark 8,719 1980 II

NorfolkIslandNationalParkandBotanicGarden 656 1986 II

PuluKeelingNationalPark 2,602 1995 II

Table A3: Individual marine reserves 2014-15

Reserve name Area (hectares)

Year declared

IUCNcategory

North Commonwealth Marine Reserves Network1

Arafura 2,292,416 2012 VI

Arnhem 712,486 2012 VI

GulfofCarpentaria 2,377,453 2012 II,VI

JosephBonaparteGulf 859,704 2012 VI

Limmen 139,919 2012 VI

OceanicShoals 7,174,328 2012 VI

Wessel 590,807 2012 II,VI

WestCapeYork 1,601,223 2012 II,VI1 AllCommonwealthmarinereservesintheNorthnetworkwereundertransitionalmanagementarrangementsin2015-16.

7

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7


Year declared

IUCNcategory

North-west Commonwealth Marine Reserves Network2

Argo-RowleyTerrace 14,609,910 2012 II,VI

AshmoreReef (formerlyAshmoreReefNationalNatureReserve)

58,337 1983 Ia,II

CarnarvonCanyon 617,669 2012 IV

CartierIsland (formerlyCartierIslandMarineReserve)

17,237 2000 Ia

Dampier 125,158 2012 II,IV

EightyMileBeach 1,078,521 2012 VI

Gascoyne 8,176,611 2012 II,IV,VI

Kimberley 7,446,857 2012 II,IV,VI

MermaidReef (formerlyMermaidReefMarineNationalNatureReserve)

53,987 1991 Ia

Montebello 341,279 2012 VI

Ningaloo (formerlyNingalooMarinePark(CommonwealthWaters))

243,513 1987 II

Roebuck 30,370 2012 VI

SharkBay 744,254 2012 VI

South-west Commonwealth Marine Reserves Network3

Abrolhos 8,812,598 2012 II,IV,VI

Bremer 447,230 2012 II,VI

EasternRecherche 2,057,403 2012 II,VI

Geographe 97,665 2012 II,VI

GreatAustralianBight(includesformerGreatAustralianBightMarinePark(CommonwealthWaters))

4,592,550 2012 II,VI

Jurien 185,089 2012 II,VI

Murat 93,777 2012 II

PerthCanyon 740,923 2012 II,IV,VI

SouthernKangarooIsland 62,994 2012 VI

South-westCorner 27,189,789 2012 II,IV,VI

Twilight 464,131 2012 II

TwoRocks 88,225 2012 II,VI

WesternEyre 5,794,609 2012 II,VI

WesternKangarooIsland 233,533 2012 II,VI

2 OnlyAshmoreReef,CartierIsland,MermaidReefandNingalooCommonwealthmarinereserveswereactivelymanagedin2015-16.AllotherreservesintheNorth-westnetworkwereundertransitionalmanagementarrangements.

3 OnlytheareacorrespondingtotheformerGreatAustralianBight(CommonwealthWaters)wasactivelymanagedin2015-16.AllotherreservesintheSouth-westnetworkwereundertransitionalmanagementarrangements.

AppendixA



Year declared

IUCNcategory (a)

South-east Commonwealth Marine Reserves Network

Apollo 118,360 2007 VI

Beagle 292,758 2007 VI

Boags 53,748 2007 VI

EastGippsland 413,664 2007 VI

Flinders 2,704,306 2007 II,VI

Franklin 67,077 2007 VI

Freycinet 5,794,248 2007 II,VI

Huon 999,074 2007 IV,VI

MacquarieIsland 16,189,466 1999 II,IV

Murray 2,580,312 2007 II,VI

Nelson 612,311 2007 VI

SouthTasmanRise 2,770,437 2007 VI

TasmanFracture 4,250,056 2007 II,VI

Zeehan 1,989,697 2007 VI

Temperate East Commonwealth Reserves Network4

CentralEastern 7,005,406 2012 II,IV,VI

CodGrounds(includesformerCodGroundsCommonwealthMarineReserve)

407 2012 II

Gifford 582,851 2012 IV

Hunter 625,737 2012 VI

Jervis 247,342 2012 VI

LordHowe(includesformerLordHoweIslandMarinePark(CommonwealthWaters)andElizabethandMiddletonReefsMarineNationalNatureReserve)

11,013,878 2012 II,IV,VI

Norfolk 18,844,343 2012 II,IV,VI

SolitaryIslands(includesformerSolitaryIslandsMarineReserve(CommonwealthWaters))

15,232 2012 II,VI

Other Commonwealth Marine Reserves

CoralSeaCommonwealthMarineReserve5(includesformerCoralSeaConservationZone,Coringa–HeraldNationalNatureReserveandLihouReefNationalNatureReserve)

98,984,225 2012 II,IV,VI

HeardIslandandMcDonaldIslandsMarineReserve6 7,095,260 2002 Ia

4 OnlytheareacorrespondingtotheformerCodGroundsMarineReserve,SolitaryIslandsMarineReserve(Commonwealthwaters),LordHoweIslandMarinePark(Commonwealthwaters)andElizabethandMiddletonReefsMarineNationalNatureReservewereactivelymanagedin2015-16.AllotherreservesintheTemperateEastnetworkwereundertransitionalmanage-mentarrangements.

5 OnlytheareacorrespondingtotheformerCoralSeaConservationZone,Coringa-HeraldNationalNatureReserveandLihouReefNationalNatureReservewereactivelymanagedin2015-16.AllotherpartsoftheCoralSeaCommonwealthMarineReservewereundertransitionalmanagementarrangements

6 ManagedbytheAustralianAntarcticDivisionunderdelegationfromtheDirector.7

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7

Appendix B: 2015-16 Agency Resourcing StatementTheAgencyResourcingStatementwasintroducetoPortfolioBudgetStatementsin2008-09toprovideinformationaboutthevariousfundingsourcesthattheDirectorofNationalParksmaydrawuponduringtheyear.

TheDirectorofNationalParksisrequiredtopublishtheAgencyResourcingStatementintheannualreportthatreconcilestocashreserveinthefinancialstatements.

Source

Actual available

appropriation$’000

Payments made

$’000

Balance remaining

$’000

Opening balance/Reserves at bank 43,390 4,806 38,584

REVENUE FROM GOVERNMENT

Ordinary annual services¹

Outcome1 - - -

Total ordinary annual services - - -

Other services

Non-operating - - -

Total other services - - -

Total annual appropriations - - -

Payments from related entities2

Amountsfromtheportfoliodepartment 40,470 40,470 -

Total 40,470 40,470 -

Total funds from Government 40,470 40,470 -

FUNDS FROM OTHER SOURCES

Interest 303 303 -

Saleofgoodsandservices 29,665 29,665 -

Other 11,575 3,595 7,980

Total 41,543 33,563 7,980

Total net resourcing for DNP 125,403 78,839 46,564

AllfiguresareGSTexclusive.

AspertheEnvironment Protection and Biodiversity Conservation Act 1999,thedepartmentisdirectlyappropriatedtheDirectorofNationalParks(DNP)appropriations,whicharethenallocatedtotheDirectorbytheSecretaryofthedepartment.

1 AppropriationBill(No.1)2 FundingprovidedbyaGovernmentbodythatisnotspecifiedwithintheannualappropriationbillsas

apaymenttotheCommonwealthCorporateEntityunderthePublicGovernancePerformanceandAccountabilityAct.

AppendixB


7

Appendix C: Ecologically sustainable development and environmental performance

Section516AoftheEnvironment Protection and Biodiversity Conservation Act 1999requiresAustralianGovernmentorganisationstoincludeintheirannualreports,detailsoftheircontributiontoecologicallysustainabledevelopmentandtheirenvironmentalperformance.Section516Aalsopromotesdevelopmentofaframeworkthatintegratesenvironmental,economicandsocialconsiderationsandhelpsimproveenvironmentalperformanceandtheecologicallysustainabledevelopmentofAustralianGovernmentagencies.

ThefollowingisasummaryofactivitiesbytheDirectorofNationalParksin2015-16inaccordancewithsection516AoftheEnvironment Protection and Biodiversity Conservation Act 1999.

Ecologically sustainable development1. How the activities of the organisation, and the administration of legislation by the

organisation, accord with the principles of sustainable development (section 516A(6)(a))

Inaccordwiththeprinciplesofintegratingenvironmental,socialandeconomicconsiderationsandwiththeobjectiveofensuringthelong-termsustainabilityofbiodiversity,theDirector:

• managedbiodiversityinCommonwealthterrestrialandmarinereservesinaccordancewithmanagementplanspreparedundertheEnvironment Protection and Biodiversity Conservation Act 1999,whichexplicitlyrecognisestheprinciplesofecologicallysustainabledevelopment

• managedthereservesinconsultationwithboardsofmanagementandadvisorycommittees

• undertookmonitoringandassessmentprogramsforplantsandanimalswithinthereserves

• undertookcomplianceoperationsresultingindetectionandfinesagainstillegalactivitiesinthereserves

• workedwithIndigenousownerstoimplementtraditionalmanagementanduseofresources

• preparationoftourismmasterplanswhichprovideforsafeandmemorablevisitorexperiences,whileimprovingbenefitstolocalcommunitiesandensuringtheenvironmentalvaluesofthereservesarenotadverselyaffected.

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7

Theprinciplesofecologicallysustainabledevelopment,especiallybyemployingorpromotingtheuseoftheprecautionaryprinciple,werefollowedbytheDirectorinmakingdecisionsthatcomplywiththeEnvironment Protection and Biodiversity Conservation Act 1999(sections324to390A)andinaccordancewithdecision-makingandenvironmental-impactassessmentproceduresforworksandnewdevelopmentsinCommonwealthreserves

TheDirectorworkedinaccordancewiththeprinciplesofecologicallysustainabledevelopmenttopromoteconservationoftheenvironmentforthebenefitoffuturegenerationsby:

• promotingenjoymentandunderstandingofprotectedareasandtheirconservationobjectivesassetoutinmanagementplansforeachreserve

• workingwithIndigenousownerstoensuretraditionalknowledgeaboutmanagementanduseofthelandisincorporatedintopark-managementactivitiesandthatopportunitiesarecreatedforyoungIndigenouspeopletolearnaboutandcontributetoparkmanagement.

Forasummaryofactivitiesundertakenin2015-16refertochapter4ofthisannualreport.

Thefollowingactivitiesaccordwiththeprinciplesofecologicallysustainabledevelopmentbyensuringthatconservationofbiologicaldiversityandecologicalintegrityisafundamentalconsiderationindecision-making:

• CommonwealthreservesaremanagedinaccordancewithmanagementplansestablishedundertheEnvironment Protection and Biodiversity Conservation Act 1999andwiththeInternationalUnionforConservationofNatureprotectedareacategorieswhichhaveastheirprimarypurposethelong-termconservationofnature.

• Managementplanssetoutcleardecision-makingandenvironmental-assessmentproceduresforworksandnewproposalsinCommonwealthreservestoensuretheconservationofbiologicaldiversityandecologicalintegrity.


Thefollowingactivitiesaccordwiththeprinciplesofecologicallysustainabledevelopmentbyaimingtoimprovevaluation,pricingandincentivemechanisms:

• Tour-operatorworkshopsandtour-guideaccreditationaimtoimprovethequalityandconsistencyofvisitorexperiences.

• Entryandpark-usefeesatheavilyvisitedreservesensurevisitorscontributetothecostofparkmanagement.

AppendixC


7

2. How the outcomes specified in the relevant Appropriations Act contribute to ecologically sustainable development (section 516A(6)(b))

TheDirectorofNationalParks’keyoutcomeasidentifiedinthe2015-16DepartmentoftheEnvironmentPortfolioBudgetStatementsis:


Activitiesundertakenduring2015-16toachievethisoutcomearedescribedin chapter4ofthisannualreport.

3. Effect of the organisation’s activities on the environment (section 516A(6)(c))

TheDirectorisresponsibleformanagingAustralia’sCommonwealthreserves.ThreeofthesereservesaremanagedjointlywiththeirIndigenousowners.

Potentiallarge-scalethreatstothereservesaremanagedbystatutoryprotectivemechanismsanddecision-makingandassessmentprocessessetoutinmanagementplans.ThroughtheEnvironment Protection and Biodiversity Conservation Act 1999 andRegulationsandinaccordancewiththemanagementplanforeachreserve,theDirectormanagescommercialactivities(suchastourismandcamping)interrestrialreservesandregulatesaccessandpracticesofanumberofsectorsthatoperatewithinmultipleuseCommonwealthmarinereserves(e.g.commercialfishing;aquaculture).

4. Measures being taken by the organisation to minimise the impact of its activities on the environment (section 516A(6)(d))

TheDirectormaintainsastrongcommitmenttocontinuousimprovementinenvironmentalperformance.TheDirectorconductsenvironmentalauditsofoperationstomaximiseefficientuseofresources,reducewaste,andbuildenvironmentalawarenessamongitsemployeesandvolunteers.

Eachterrestrialreservemanagementplanidentifiesactionstoreducetheecologicalimpactofthereserve’soperations.Officepaper,tonercartridgesandorganicwastearerecycledandofficemachines(photocopiersandprinters)areautomaticallyprogrammedtosavepower.Wherepossible,printersareprogrammedtoproduceduplex(double-sided)documentstoreducepaperuse.


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7

5. Mechanisms for reviewing and increasing the effectiveness of these measures (section 516A(6)(e))

InaccordancewiththeAustralianGovernment’spolicyonenergyefficiencyingovernmentoperations,theDirectorreportsonannualenergyperformanceinboththeDepartment’sannualreportandinthisreport.PublicreportingprovidesanumberofbenefitstotheDirectorincluding:

• increasingawarenessofenergyandgreenhouseissues• measuringrelativeperformance• providingabenchmarkingtool• trackingchangesovertime• identifyinghigh-intensityareas• encouragingimprovementthroughtransparency.

Asummaryofenvironmentalperformancerelatedtogreenhousegasemissions andenergyconsumptionisprovidedinTablesC1andC2,forpaperconsumption inTableC3,andforwaterconsumptioninTableC4.

Environmental performanceTheenvironmentalperformanceofParksAustralia’smetropolitan(Canberra,Darwin,BrisbaneandHobart)office-basedstaffisincludedintheDepartment’senvironmentalperformancereport.ThisreportcoversParksAustralia’soperationsinthefollowinglocations:

• KakaduNationalPark• Uluru–KataTjutaNationalPark• TerritoryofChristmasIsland(ChristmasIslandNationalPark)• TerritoryofCocos(Keeling)Islands(PuluKeelingNationalPark)• JervisBayTerritory(BoodereeNationalPark)• TerritoryofNorfolkIsland• AustralianNationalBotanicGardens.

Operationalrequirementsateachsite,suchaselectricity,transport,developingnewinfrastructureandmanagingwaste,contributetoourcarbonfootprint.Somepropertieshavespecialisedneeds—forexampletheGardensmaintainsclimate-controlledconditionsinmanyofitsglasshouses.Theremotelocationofsomereserveslimitsopportunitiestoreducetheirenvironmentalimpact.

Reservemanagementactivitiessuchasrevegetationprojectsandfireandpestmanagementmayalsohaveimplicationsforthecarboncycle.Conservingbiodiversityisaprimaryobjectiveforallreservesandcarefulmanagementoftheuseoffireandvegetationcanhelpreducegreenhousegasemissions.However,reliableindicatorsarenotyetavailabletomeasurethecontributionthatParksAustralia’sbiodiversitymanagementactivitiesmaketocutemissions.

AppendixC


7

Environmental performance—energy useEnvironmental,economicandsocialobjectivesandconsiderationsareinplace,orinpreparation,tobeoutlinedandintegratedinmanagementplansandclimate-changestrategiesforallParksAustraliasites.Theseinclude:

• reducinggreenhousegasemissionsfromparkoperationalactivities(suchasenergyuse,transportandwastemanagement)to10percentbelow2007–08levelsbymid-2015

• developingenvironmentalmanagementplansidentifyingactionstoreducethecarbonfootprintofparkoperationsandthelevelofcarbonemissionreductionsassociatedwitheachmitigationaction

• changingexistingelectrichotwatersystemstosolarhotwater,instantaneousgasorheatpumps,asreplacementbecomesnecessary

• installingenergy-efficientlightfixturesandlight-controllingdevices(suchasmotionsensors)inallparkfacilities

• replacingoldervehicleswithmoreefficientvehicles.

Therewasadecreaseinstationaryenergyconsumption(4.6percent),andaslightincreaseintransportenergyuse(5.2percent)thatresultedinanoveralldecreaseintotalgreenhouseemissionsfromenergyconsumptionbyparksandreservesofthreepercentcomparedwiththeaverageoverthepastthreeyears(TablesC1andC2).

Parksstaffcontinuetomakeaconsciousefforttominimisebusiness-relatedtravel,whilerecognisingthatface-to-facecontactandvisitstoremotelocationsaresometimesnecessary,particularlyforthethreeparksthataremanagedjointlywiththeirAboriginalowners.ParksAustraliaincreasinglyusesalternativestoairtravelsuchasteleandvideoconferencing.

Anumberoffactorshaveaffectedthe2015-16useofstationaryenergy.TheopeninganduseoftheVisitorCentreonNorfolkIslandaccountsfortheincreaseinstationaryenergyuseinthatpark.TheAustralianBotanicGardensconsolidateditsofficespaceintoonebuilding,resultinginthedramaticdecreaseinstationaryenergyusein2014-15,theeffectsofwhicharestillevidentinthedecreaseagainsttheaverageuseoverthelastthreeyears.AndatUluru-Kata TjutaadditionalfuelwasneededattheMutitjulutownshiptoprovidepowertothenewrespitecentre,andforadditionalairconditioningunits.

145

7

Table C1: Director of National Parks terrestrial reserves greenhouse gas emissions 2012-13 to 2015-16 (stationary energy use)

2012–13 (tonnes of CO2e)


2014-15 (tonnes of CO2e)


Annual average 2012–15

% change compared

with average

AustralianNationalBotanicGardens 1,060.50 1,143.50 689.81 704.82 964.60 -26.9

BoodereeNationalPark 153.10 141.20 125.57 130.45 139.96 -6.8

ChristmasIslandNationalPark 76.70 57.40 48.12 54.73 60.74 -9.9

KakaduNationalPark 1,147.60 1,050.20 1,094.76 1,085.72 1,097.52 -1.1

NorfolkIslandNationalParkandBotanicGarden

3.40 3.60 3.55 7.72 3.52 119.5

PuluKeelingNationalPark 10.10 11.90 10.10 9.47 10.70 -11.5

Uluru–KataTjutaNationalPark 1,265.80 1,320.50 1,373.80 1,581.43 1,320.03 19.8

Total 3,681.9 3,773.6 3,779.8 3,574.34 3,745.10 -4.6

Table C2: Director of National Parks terrestrial reserves greenhouse gas emissions 2012-13 to 2015-16 (transport energy use)





Annual average 2012–15

% change compared

with average

AustralianNationalBotanicGardens 31.90 21.00 23.00 22.09 25.30 -12.7

BoodereeNationalPark 66.70 51.20 49.85 47.94 55.92 -14.3

ChristmasIslandNationalPark 89.00 84.90 82.51 95.45 85.47 11.7

KakaduNationalPark 507.20 452.20 569.50 582.98 509.63 14.4


12.10 11.40 13.99 10.21 12.50 -18.3

PuluKeelingNationalPark 5.30 3.60 3.65 4.30 4.18 2.8

Uluru–KataTjutaNationalPark 106.30 128.20 150.22 140.66 128.24 9.7

Total 818.50 752.50 892.74 864.20 821.25 5.2

Table C3: Director of National Parks terrestrial reserves paper consumption 2012-13 to 2015-16 (reams of paper)

Reams of paper 2012-13

Reams of paper 2013–14



Average reams

of paper 2012-15

% change compared

with average

AustralianNationalBotanicGardens 103 146 169 167 139 19.9

BoodereeNationalPark 100 180 150 85 143 -40.7

ChristmasIslandNationalPark 50 30 25 20 35 -42.9

KakaduNationalPark 388 280 420 210 363 -42.1


30 35 30 10 32 -68.4

PuluKeelingNationalPark 4 3 2 1 3 -66.7

Uluru–KataTjutaNationalPark 300 46 50 42 132 -68.2

Total 975 720 846 535 847 -36.8

AppendixC


Environmental performance—wasteObtainingaccuratemeasurementsofgreenhouseemissionsfromwasteremainschallengingandestimateswerenotavailablein2015-16forallreserves.

TheDirectoradoptsenvironmentalbest-practiceprinciplesforresourceuseandmanagementofwasteproducts.Managementplansareinplaceorinpreparationforallsitesincludingprovisionstominimisewasteproductionacrossparkoperations.Suchprovisionsinclude:

• establishingguidelinestoformalisewaste-reductionstrategiesintostandardparkpractises(suchasreducingconsumption,duplexprinting,recycling)

• sourcingconsumableitemssuchasofficepaperfromrenewablesources

• wherepossible,providingrecyclingfacilitiestovisitorsorpromoting‘rubbish-binfree’sitesthatencouragethepublictotaketheirwastehomeforrecycling

• forislandsitessuchasNorfolkIsland,arrangingformainlandrecyclingofconsumablessuchasusedprintercartridges.

Ongoingeffortsarefocusedonprovidingweb-basedvisitorandinterpretativematerials,whichwillfurtherreduceprintingandpaperconsumption.Theamountofpaperpurchaseddecreasedmarkedlyby36.8percentin2015-16comparedwiththeaveragenumberofreamspurchasedoverthepreviousthreeyears.Thisisattributabletothestageonthemanagementplanningcycle,withallterrestrialreservemanagementplansinplace.Excludingmetropolitanoffice-basedstaffwhosepaperuseisreportedintheAnnualReportoftheDepartmentoftheEnvironmentandEnergy,theterrestrialreservesoperatewithanaverageofaround2.5reamsperperson,wellbelowthe10reamsperpersontargetsetfortheAustralianPublicService.Severalreservesuse100percentpost-consumerrecycledpaperforprinting.Technologyupgradesatalllocationsarenowprovidingmoreopportunitiestoprintdouble-sided,therebyreducingpaperwastagefurther.

AccesstoregionalrecyclingfacilitiesisgraduallyimprovingformoreremotelocationssuchasKakaduandUluru–KataTjutanationalparksandexternalterritories.BasicrecyclingfacilitiesareavailableonNorfolkIslandandofficepaperisbeingsourcedfromrenewablesourceswhenavailable.KakaduNationalParkisparticipatinginaregionalrecyclingandresourcerecoveryprogram,andwillcontinueitsrecyclingprogramsforpaper,glassandaluminiuminandaroundoffices.Uluru–KataTjutaNationalParkisoperatingtheMutitjuluwastesitefacilityinlinewiththeWasteManagementGuidelinesforSmallCommunitiesintheNorthernTerritory—WorkingTowardsBestPractice2009andhasengagedtheservicesofanappropriateprovidertomanagethefacility.RecyclingfacilitiescontinuetobeavailableinallAustralianNationalBotanicGardensofficesandon-sitefacilities,includingcompostingoforganickitchenwaste.

TheGardensisarubbish-bin-freesiteforthepublicandtheyareencouragedtotakehometheirwasteforrecycling.Asinthepreviousyear,in2015-16approximately300cubicmetresofplantmaterialwasrecycled,withmuchusedasmulchonsite

7

147

7

Environmental performance—waterProtectingwaterqualityisahighpriorityforParksAustralia.Managementplansareinplaceorinpreparationforallsitestoensurewateruseisminimisedandwaterqualitymaintained.Theseplansmayinclude:

• auditingwateruseinCommonwealthreservesandimplementingactionstoprovideefficienciesandimprovements

• implementingwater-savinginitiativessuchasrainwaterharvesting,waterrecycling,theuseofwater-savingdevicesandupgradingwater-reticulationinfrastructure

• providinginformationtovisitorsonhowtoprotectwaterquality.

Thequalityofsurfacewater,groundwaterandwaterholesinreservesismonitoredregularlyandactivitiesineachreservemustnotinterruptthenaturalflowofwater.Thecapacitytomeasurewaterconsumptionateachreserveisimprovingbutconsistentdataarenotyetavailable.

Afourpercentincreaseinwateruserecordedacrossthereservesin2015-16isprimarilyinfluencedbyincreasedservicestotheMutitjuluCommunity.Theseasonsandtheweatherofcourseremainasignificantfactorinthelevelofwateruseinanyyear.

Table C4: Director of National Parks terrestrial reserves: water consumption 2012-13 to 2015-16

2012–13 (kL)

2013–14 (kL)

2014-15 (kL)

2015-16 (kL)

Average (kL)

2012-15

% change compared

with average

AustralianNationalBotanicGardens 163,833 175,540 77,392 129,481 138,922 -6.8

BoodereeNationalPark 6,452 8,4031 12,5032 10,211 9,119 12.0

ChristmasIslandNationalPark 9,313 15 438 6,900 4,083 5,404 -24.4

KakaduNationalPark 55,529 57,000 60,057 64,490 57,529 12.1

NorfolkIslandNationalParkandBotanicGarden3

– – – -

PuluKeelingNationalPark 41 18 17 464 25 81.6

Uluru–KataTjutaNationalPark 62,756 73,824 72,347 93,821 69642 34.7

Total 297,924 314,785 229,216 292,167 280,642 4.1 1 WaterusageforBoodereeNationalParkinthe2013-14AnnualReportfortheDirectorofNationalParkswasincorrectlyreportedas5,857kilolitres

duetodifficultiesinobtainingcorrectwaterreadings2 WaterusageforBoodereeNationalParkwassignificantlyhigherin2014-15asaresultofanundetectedwatersupplyleakthattooksignificanttime

todetectandrectify.3 NorfolkIslandoperatesentirelyonharvestedrainwater.4 AnewreticulatedwatersystemforthemicronurseryattheCocosheadquarterswasinstalledinJanuary2016whichinitiallyusedwaterfromthe

islandwatersupply.Thishasnowbeenrectifiedandthesystemnowreliesoncapturedrainwater.

AppendixC


7

Appendix D: Compliance index

Thisannualreporthasbeenpreparedinaccordancewithsection46ofthePublic Governance, Performance and Accountability Act 2013andSubdivisionBofDivision3AofthePublic Governance, Performance and Accountability Amendment (Corporate Commonwealth Entity Annual Reporting) Rule 2014.Theserequirementsforcontenttobeincludedinentities’annualreportswereapprovedonbehalfoftheJointCommitteeofPublicAccountsandAuditon2May2016.

Requirement Page

Certification/Letteroftransmittal i

Enablinglegislation 8

ResponsibleMinister 8

Ministerialdirectionsandgovernmentpolicyorders 86

AnnualPerformanceStatement 29

Statementofnosignificantnon-complianceissueswithfinancelaw 11

Director’sReviewofoperationsandfutureprospects 1

Director’sDetails 8,19

Organisationalstructureandlocation 18,21

Corporategovernance 86

Relatedentitytransactions 89

Significantactivitiesandchangesaffectingtheentity 1

Judicialdecisionsandreviewsbyoutsidebodies 90

Obtaininginformationfromsubsidiaries Notapplicable

Indemnitiesandinsurancepremiumsforofficers 89

Disclosurerequirementsforgovernmentbusinessenterprises Notapplicable

Financialstatements 99

Socialinclusion 97

Otherstatutoryrequirements

Agencyresourcingstatement 139

Advertisingandmarketingresearch 90

Ecologicallysustainabledevelopmentandenvironmentalperformance 140

Fraudcontrolcertification i

Freedomofinformation 97

Workhealthandsafety 91

149

IndexAAboriginalAreaProtectionAuthority andJimJimFallscarpark,62AboriginalPlantUseTrail AustralianNationalBotanicGardens,63Aboriginaltraineepositions,23AccountableAuthoritiesoftheDepartmentofthe

Environment,88,89accountableauthority,33AccountableAuthorityInstructionsseemodel

AccountableAuthorityInstructions(DepartmentofFinance)

acousticmonitoringtechnologyformonitoringsmallvesselactivityandbiologicalsound,34,55

advertisingandmarketingresearch,90advisorycommittees,87afterDARKtours AustralianNationalBotanicGardens,59 DeliciousafterDARK,63 WinterLanternTours,63AgencyResourcingStatement,11,139AlligatorRiversyellowchat,39,44amazingdestinations,1 non-financialperformanceoverview,10 performanceagainstgoalsandobjectives,56–62 analysisofperformance,57–62 performancemeasurementcriterion,56 result,56–7 source,56Anangu 30thanniversaryofhandbackofUluru-Kata Tjuta

to,51Ananguburningpractices,41Anangutraditionaluses buffelgrassand,41Andrews,Gregory,1 see alsoThreatenedSpeciesCommissionerAn-garregen(KakaduNationalParkCulturalHeritage

Strategy),42AnnualPerformanceStatement,30–84annualreport,30AnnualReport2015-16,draft,30ArafuraMarineReserve andReefLifeSurvey,43archaeologicalknowledgeandexpertise KakaduNationalPark,42Ardler,Craig,24ArnhemMarineReserve andReefLifeSurvey,43ArnhemPlateausandstoneshrublandplants,2AshmoreReefCommonwealthMarineReserve coralbleachingin,42 tropicalfireants,42assetmanagementstrategy,81,84AssistantSecretaries,19

AtlasofLivingAustralia,69,70 andBiodiversityNamesandTaxonomy-as-a-

Serviceinfrastructure,75 andBushBlitzProgram,75 andeFlora,70audit,88–9Auditor-General reportundersection43ofthePGPAAct refinancialstatements,91AustralianAntarcticDivision andHeardIslandandMcDonaldIslandsMarine

Reserve,ii,9,78,87AustralianBiologicalResourcesStudy,9,69 andBiodiversityNamesandTaxonomy-as-a-

Serviceinfrastructure,75 andeFlora,70AustralianBiologicalResourcesSurvey,53AustralianBorderForce andbeachclean-upatPuluKeelingNationalPark,

42AustralianCapitalTerritoryGovernment researchagreementwithreecologicalgermination

thresholdsofendangeredspeciesandcommunities,74

AustralianCustomsandBorderProtectionService membersofex officiowardens,94AustralianFederalPolice andcomplianceandenforcementin

Commonwealthmarinereserves,94 membersofex officiowardens,94AustralianFisheriesManagementAuthority andCMRAlertService,55 andcomplianceandenforcementin

Commonwealthmarinereserves,94 pilotonlinetrainingcourseforcommercialfishers

operatinginSouth-eastCommonwealthMarineReservesNetwork,27

AustralianGeographic andAustralianNationalBotanicGardens,59AustralianGovernment andbiodiversityconservation,74 andBushBlitzProgram,1,72 nationalparksrecoveryprojects,1–2AustralianGovernmentInvestigationStandards,94AustralianInstituteofCriminology ‘FraudagainsttheCommonwealth’questionnaire,

90AustralianInstituteofMarineScience andcoralbleachingmonitoring,42AustralianNationalAuditOffice(ANAO) Corporate Planning in the Australian Public Sector

(August2016),31AustralianNationalBotanicGardens,30,40,69 AboriginalPlantUseTrail,63 afterDARKtours,59 DeliciousafterDARK,63 WinterLanternTours,63 assetmanagementpractices,84


BushlandPrecinctwalkingtrail,59 andCentreforAustralianNationalBiodiversity

Research,53 donationto,1 EcoCertificationbyEcotourismAustralia,60 environmentalperformance,143 andex situconservation,46–7 farmers’markets,59 foodmarkets,63 45thanniversary,59,63 andIanPotterFoundationNationalConservatory,

59,62 LuminousBotanicusII,63 managementplan,77 MasterPlan,56,59,62,63 NationalSeedBankandBiodiversityInformatics

teams,53 NightMoods,63 partnershipwithSeasol,72 partnershipswithMaliganisEdwardsJohnson,

commercialradiostationMIX106.3andHotelRealmreSummerSoundsconcertseries,72

performancemonitoringplan,66 PrehistoricGardenTrail,63 ‘SavingThreatenedPlantSpecies’project,38,70 SummerSoundsconcertseries,59,63,72 SunsetCinema,59 andtranslocationofPomaderris delicataand

Senecio macrocarpus,15 TropicalGlasshouse,63 VisitorInformationCentre LiveCryptogramDisplay,43 visitornumbers,56,58,63 andvolunteers,43 andwastemanagement,146 WiFiat,59AustralianNationalHerbarium digitisationofvascularplant‘type’specimensheld

at,70 andvolunteers,43AustralianNationalParksFund,9AustralianNationalUniversity researchcollaborationwithrecollectionofgecko

samplesfromtheCoralSeaIslands,74 researchprojectwithrenativeKangaroograss,74 andtranslocationoflong-nosedpotoroosand

southernbrownbandicoots,14AustralianPlantCensus,70AustralianPlantNameIndex,70AustralianPublicService specialmeasuresprovisions,50AustralianPublicService(APS)values,iiiAustralianScienceTeachersAssociation andBushBlitzProgram,75Australia’sVirtualHerbarium,69AyersRockResort,58

BBailey,Geoff,3,20 andexecutiveteam,19 andParksAustraliaProjectBoard,19BaldwinMP,HonBob,8,86 andAustralianNationalBotanicGardensMaster

Plan,62,63Barnes,Sally,3,8,19,33 see alsoDirectorofNationalParks(DNP);

Director’smessageBarrowei,Ryan,25 beachclean-upatPuluKeelingNationalPark,42BeagleCommonwealthMarineReserve signs,54Beeton,ProfessorBob andindependentreviewofCommonwealth

marinereserves,2,53BHPBillitonSustainableCommunities andBushBlitzProgram,1,11,72,73,75BigUluruTrek,61bio-discoveryactivities andmarinespecies,76‘biodiscovery’voyages,71,75 see alsomarinebiodiscoveryactivitiesbiodiversity,37biodiversityconservation,74,143‘biodiversityhotspot’sites,73BiodiversityInformaticsteam,53,69 andBiodiversityNamesandTaxonomy-as-a-

Serviceinfrastructure,75 and‘NationalSpeciesList’,70biodiversityknowledgebase,53BiodiversityNamesandTaxonomy-as-a-Service

infrastructure,75BiodiversitySciencesection,67BioregionalAdvisoryPanel andindependentreviewofCommonwealth

marinereserves,2bluetailskinks(Cryptoblepharus egeriae),39boardsofmanagement,8,23–6,87BoodereeNationalPark,30BoardofManagement,8,23,24 campsitebookings,57 consultationwithtraditionalowners,88 foxcontrol,41 Indigenouscontractorsandmaintenancework,49 Indigenousemployment,23,50 Indigenouslandmanager,50 jointmanagement,22,30,87 managementplan,11,77 onlinebookingsystem,61 onlineticketing,57 outsourcingtotheWreckBayAboriginal

CommunityCouncil,97 andservicelevelagreementswithWreckBay

AboriginalCommunityCouncil,50

151

andtranslocationoflong-nosedpotoroosandsouthernbrownbandicoots,14

andtranslocations,15,40 visitorinfrastructure,61 visitornumbers,58BorderForce,34BriggsMP,HonJamie,8,86brushtailedrabbitrat(Conilurus penicillatus),2,15,38buffbandedrails,15 see alsoCocosBuffBandedRail(Hypotaenidia

phillippensis andrewsi)buffalocontrol,41buffelgrass(Cenchrus ciliaris)control,41BureauofMeteorology andmarinedebris,4BushBlitzBiologicalSurveyGapAnalysisproject GeneralisedDissimilarityModelfor,74BushBlitzProgram,1,4,69,72–3,74,75 andCoralSeaCommonwealthMarineReserve

Voyage,4,5,40 anddigitisationofNationalSeedBankcollections,

70 expeditions,5,40,49 andQuest-a-Game,42BushBlitzTeachLive andCoralSeaClean-upandBio-discoveryVoyage,

75 SimpsonDesertexpedition,75 andvirtualexpeditionofthehighseas,5BushHeritage,75BusinessandFinancialManagementSection andgapanalysis,82businessmodelling,81businesssystems,11,81,84business-relatedtravel,144Buxton,ProfessorColin andindependentreviewofCommonwealth

marinereserves,2,53

CCairnsAquarium,59campsitebookings BoodereeNationalPark,57CanberraOrnithologicalGroup andPhillipIslandlandbirdsurvey,43canetoads andnorthernquolls,14,40capabilitygaps,81,82capitalassets,84captivebreedingprograms ChristmasIsland’sbluetailskinksandLister’s

geckos,39carbonabatementincome,39CartierIslandCommonwealthMarineReserve coralbleachingin,42cashoperatingresult variationfromthatagreed,80

catcontrol,71 onChristmasIsland,38,45 andgreenparrotsonNorfolkIsland,38 andnorthernquolls,40 see alsoferalcatscattlecontrol,41CentralAustralianWomen’sChoir and30thanniversaryofhandbackofUluru-Kata

Tjuta,51CentralDesertServices,75CentreforAustralianNationalBiodiversityResearch,

53,69 collaborativeresearch,74 anddigitisationofNationalSeedBankcollections,

70 anddigitisationofvascularplant‘type’specimens

heldatAustralianNationalHerbarium,70 andreviewofrecoveryplansforthreatenedplant

species,69 volunteerprogram,43CentreforBiodiversityAnalysis researchprojectwithrenativeKangaroograss,74Chala,Alexander courtdeterminationre,95chargesforCommonwealthreserves grossreturnfrom,80CharlesSturtUniversity researchagreementwithregerminationof

understoreyspecies,74 andtranslocationofbuffbandedrails,15chiefexecutiveinstructions,88ChiefExecutiveInstructionsforAgencies,82ChiefFinanceOfficer andParksAustraliaProjectBoard,19ChristmasIsland captivebreedingprogramsforbluetailskinksand Lister’sgeckos,39ChristmasIslandflyingfox(Pteropus natalis),38,44,45,

68,71ChristmasIslandfrigatebird,44ChristmasIslandNationalPark,30 catcontrol,38,45 ExpressionofInterestprocess retourisminitiatives,60,73 glamping,60 andGreenArmy,74 andNationalSeedBank,39 non-statutoryadvisoryorconsultativebodies,87 performancemonitoringplan,66 seedbankingactivities,46 tourisminitiatives,60 visitornumbers,58 yellowcrazyants,40ChristmasIslandVisitorExperiencePlan2016-18,60Clark,Charlton,3 andexecutiveteam,19


Clark,Justine andSummerSoundsconcertatAustralianNational

BotanicGardens,63CleanEnergyRegulator,39ClosingtheGapobjectivesforAboriginalwelfare,97CMRAlertService,27,55coastalnativeraspberry(Rubus moluccanus),63Cochrane,PeterandindependentreviewofCommonwealthmarine

reserves,2,53CocosBuffBandedRail(Hypotaenidia phillippensis

andrewsi),2,39 see alsobuffbandedrailsCocos(Keeling)IslandsseePuluKeelingNationalParkCodGroundsCommonwealthMarineReserve brochuresabout,54 prohibitiononrecreationalfishingin,94co-investmentstrategy,73co-investmentsseepartnershipsandco-investmentsComcare andincidentnotification,91Comcover insurance,89ComcoverRiskManagementBenchmarking riskmaturityof‘advanced’,78,89commercialfishers operatinginSouth-eastCommonwealthMarine

ReservesNetwork pilotonlinetrainingcoursefor,27,54 andSouth-eastCommonwealthMarineReserves

Network,27,76commerciallong-linefishing,95commercialoperations grossreturnfrom,80commercialtourismpermitsorapprovals inCommonwealthmarinereserves,59CommonwealthFraudControlGuidelines,90,94CommonwealthIndigenousProcurementPolicy,48Commonwealthmarinereserves,9 acousticmonitoringtechnologyformonitoring

smallvesselactivityandbiologicalsound,34,55

brandidentityfor,57 commercialtourismpermitsorapprovals,59 communicationsproductsre,54 complianceandenforcementin,94,96 financialoverview,13 independentreviewof,2,10,53,55 costof,13 IndigenousforumreIndigenousengagementin

managementof,50 managementarrangements,53,54 managementof consultationmechanisms,73,76 managementplans,2,10,30,41,54,55,76,78,

81,83–4

overviewofindividualreserves,136–8 researchandmonitoringtoestablishecological

baselines,37,41–2 surveysand‘biodiscovery’voyages,71 tourismopportunitiesin,59CommonwealthMarineReservesMemorandumof

Understanding withDepartmentoftheEnvironment,11,13CommonwealthOmbudsman,91Commonwealthparksandreserves locationof,iv–vCommonwealthreserves,iii definition,8Commonwealthreservesandconservationzones,8,9CommonwealthRiskManagementPolicy,89CommonwealthScientificandIndustrialResearch

Organisation(CSIRO) andBushBlitz,74,75andCentreforAustralianNationalBiodiversity

Research,53 andCoralSeaCommonwealthMarineReserve

Voyage,4 researchcollaborationwithreGeneralised

DissimilarityModelfortheBushBlitzBiologicalSurveyGapAnalysisproject,74

researchprojectwithrenativeKangaroograss,74Commonwealthterrestrialreserves,9 complianceandenforcementin,95,96 greenhousegasemissions,145 invasivespecies,36 listedthreatenedandsignificantspecies,35–6 managementplans,53,77,81,83–4 overviewofindividualreserves,136 paperconsumption,145,146 visitation/visitornumbers,2,56 waterconsumption,147communicationsproducts informationaboutCommonwealthmarine

reservesnetworks,54CommunityInformationUnit,79communityinvolvement,42–3complianceandenforcementactions underEPBCAct,94–6 non-compliancewiththeEPBCAct,Regulations,

managementplansorconditionsapplicabletopermits,approvalsorclassapprovals,54

conservationzonesseeCommonwealthreservesandconservationzones

consultationmechanisms andmanagementofCommonwealthmarine

reserves,73,76consultativemechanisms,88controlarrangements,88–90coralbleachingresearchandmonitoring,41–2coralreefassemblages,41

153

CoralSea andmarinedebris,42CoralSeaClean-upandBio-discoveryVoyage,75CoralSeaCommonwealthMarineReserve,30 coralbleachingresearchin,41 managementplan,10,78,84 tourismopportunitiesin,59CoralSeaCommonwealthMarineReserveVoyage,4–5CoralSeaIslands geckosamplesfrom,74CoralSeaTerritory MiddletonReefandElizabethReef,90Coringa-HeraldReef coralbleachingresearchon,41corporateareas responsibilities,81corporategovernance,86corporateoverview,8–13corporate plan see Director of National Parks Corporate

Plan 2015-2019Corporate Planning in the Australian Public Sector

(August2016)(ANAO),31corporatepriorities,33,34,37 partnershipsandco-investments,73corporateservices,86CouncilofHeadsofAustralasianHerbaria andBushBlitzProgram,75 andeFlora,70CouncilofHeadsofAustralianFaunalCollections andBushBlitzProgram,75courtdeterminations,94–5crypticsawtoothshark,71culturalmanagementincidents,52CustomerExperienceandDestinationPlanningteam,2

DDealIsland signs,54DepartmentofAgricultureandWaterResources and‘Taxonomy-as-a-Service’implementationof

theNationalSpeciesListforbiosecurityspeciesofinterest,70

DepartmentofAgricultureandWaterResourcesEnterpriseSurveillanceSystem

BiodiversityNamesandTaxonomy-as-a-Serviceinfrastructure,75

DepartmentofFinance andmodelAccountableAuthorityInstructions,82 andResourceManagementGuides,82DepartmentoftheEnvironment andCommonwealthMarineReserves

MemorandumofUnderstanding,11,13 andDNPcorporateservices,86 andDNPfunding,86 ManagementSafetyandAssuranceCommittee,91

andNationalEnvironmentalResearchProgramme,71

andNationalEnvironmentalScienceProgramme,68

andParksAustralia,8 WorkHealthandSafetyCommittee,91DepartmentalCommunityInformationUnit,79digitaltechnologytosupportcustomerserviceand

visitorexperiences,81,84digitaltransformationofparks,58,64DirectionIsland andbuffbandedrails,15DirectorofNationalParks(DNP),8 AnnualPerformanceStatement,30–84 ascorporateCommonwealthentity underEPBCAct,30 underPGPAAct,8,86 corporateoverview,8–13 ascorporationsole,86 underEPBCAct,8 andEPBCAct,ii,8,9,30,86,88 andexecutiveteam,19 financialstatements,99–134 functions,30,86 non-statutory,9 statutory,9 goals,1,32 keyoutcome,142 managementandaccountability,86–97 objectives,32 organisationalsnapshot,ii organisationalstructure,18–26 andParksAustralia,8 andParksAustraliaProjectBoard,19 andPGPAAct,88 role,iii valuesandapproach,iii vision,iii,10,32 see alsoBarnes,SallyDirector of National Parks Corporate Plan 2015-2019,1,

3,11,19,30,31–2,33,82 andcorporatepriorities,34 andwaysofworking,66Director’smessage,1–3DiscoveryMonth KakaduNationalPark,58donkeycontrol,41Doreen Margaret Ure v The Commonwealth, the

Director of National Parks(NSD343/2015andS52/2016),90

EEarthwatchAustralia andBushBlitzProgram,1,72,75easternbristlebird,44


easternquolls,15ecologicalgerminationthresholdsofendangered

speciesandcommunitiesinACT,74ecologicallysustainabledevelopmentand

environmentalperformance,96 ecologicallysustainabledevelopment,1,140–3 environmentalperformance,143–7ecologicallysustainableuse non-financialperformanceoverview,10 performanceagainstgoalsandobjectives,52–5 analysisofperformance,52–5 performancemeasurementcriterion,52 result,52 source,52ecosystemsseeresilientplacesandecosystemsEcotourismAustralia EcoCertificationbyforAustralianNationalBotanic

Gardens,60eFlora,70ElizabethReef,90 commerciallong-linefishinginsanctuaryzone

around,95endangeredgrassywoodlands,74EnergyResourcesofAustralia Rangeruraniummine,62energyuseandefficiency,142,143,144enhancedCommonwealthperformanceframework,30EnlightenFestival(Canberra),63entryfees,11environment effectofactivitieson,142 measurestakentominimiseeffectofactivitieson,

142Environment Protection and Biodiversity Conservation

Act 1999(EPBCAct) andappointmentofwardensandrangers,94 andboardsofmanagement,8,23,87 andCommonwealthreservesandconservation

zones,8,34 complianceandenforcementunder,94–6 andDNP,ii,8,9,30,86,88 andecologicallysustainabledevelopmentand

environmentalperformance,140–3 andjointmanagement,87 listedspeciesseelistedthreatenedandsignificant

species andmanagementofreserves,54 andmanagementplans,83,86,140 andpublicconsultation,88 reservesdeclaredunder,136EnvironmentProtectionandBiodiversityConservation

Regulations complianceandenforcementunder,94 andmanagementofreserves,54environmentalinformation,67–8Eradicat®feralcatbaits,45

e-ticketingsystem KakaduNationalPark,57,58ex situconservation,35 AustralianNationalBotanicGardensand,46–7 NationalSeedBankand,39,46,49 plants,38,40,43,46executiveteam,19,87ExpertScientificPanel andindependentreviewofCommonwealth

marinereserves,2ExpressionofInterestprocess tourisminitiativesforChristmasIslandNational

Park,60,73 tourisminitiativesforUluruKataTjutaNational

Park,61,73externalreview,90–1externallyreportablebreaches,80

FFederalCourtofAustralia Doreen Margaret Ure v The Commonwealth, the

Director of National Parks(NSD343/2015andS52/2016),90

feedback,57fees,11feralanimalcontrol,10,36 culling,41feralcats,38,45 see also cat controlFieldIsland(KakaduNationalPark) translocationofbrushtailedrabbitratto,38FieldofLight,56financialstatements,99–134financialsummary,11–13firemanagement,39,41,68Fisheries Management Act 1999,95fox(Vulpes vulpes),41foxcontrol,14,41,68frameworkforco-investmentwithpartners,73,75fraudcontrol,90freedomofinformation,97 proceduresandinitialcontactpoints,97Freedom of Information Act 1982,97FreycinetCommonwealthMarineReserve promotionof,76 signsandinterpretivedisplays,54 telephonesurveyofcommunitiesadjacenttore

communications,54FreycinetVisitorInformationCentre,76funding,86

GgeckosamplesfromCoralSeaIslands,74GeneralPolicyOrders,8,86generaliseddissimilaritymodelling,74geneticresources,9

155

Gentles,Jamie courtdeterminationre,94germinationofunderstoreyspecies,74glamping,60Governor-General andappointmentofDNP,8GreenArmy,74greenparrot(Cyanoramphus cookii)seeNorfolkIsland

greenparrot(Cyanoramphus cookii)greenhousegasemissions,143,144,145,146grossreturnfromcommercialoperationsandcharges

forCommonwealthreserves,80GuidetoRiskManagement,89GulfofCarpentariaMarineReserve andReefLifeSurvey,43Gunlomcampground,60

HHardy,John and30thanniversaryofhandbackofUluru-Kata

Tjuta,51HeardIslandandMcDonaldIslandsMarineReserve managementof,ii,9,87 managementplan,78,84HomesReef coralbleachingresearchon,41HorsburghIsland andbuffbandedrails,39 andtranslocationofbuffbandedrails,15horsecontrol,41HotelRealm partnershipwithAustralianNationalBotanic

GardensreSummerSoundsconcertseries,72Howard,Shane and30thanniversaryofhandbackofUluru-Kata

Tjuta,51HuntMP,HonGreg,8,86hydrophones,55

IIanPotterFoundationNationalConservatory andAustralianNationalBotanicGardens,59,62illegalfishing,95illegalpighuntingactivities,95indemnitiesandinsurance,89Indigenouscommunityrangers,97Indigenouscontractors,48,49Indigenousemployment,22–3,48,49,50Indigenousenterprises,49Indigenousforum reIndigenousengagementinthemanagementof

Commonwealthmarinereserves,50Indigenousjobopportunities,97IndigenousLandCorporation,75Indigenouslandmanager BoodereeNationalPark,50

Indigenousorganisations andmarinebiodiscoveryactivities,73,75–6Indigenousowner-managedproperties,49Indigenousrangergroups,49Indigenoustrainees Uluru-Kata TjutaNationalPark,49Indigenous-runsavannahburningproject(Kakadu

NationalPark),39informationpublicationscheme,97InformationStrategy2013-17(Departmentofthe

Environment),69IntegratedFeralsteam KakaduNationalPark,2InternationalOrganizationforStandardisation(ISO)

standards assetmanagement,84InternationalUnionforConservationofNature(IUCN)

protectedareaclassificationsystem,136InternationalUnionforConservationofNature(IUCN)

reservemanagementprinciples,83invasivespecies,1,36,37

JJabiru andRangeruraniummine,62JamesCookUniversity andcoralbleachingresearch,41JimJimFallscarpark,62JointFuturesproject,10jointmanagement,2,22–3,30,48–50,87 socio-economicbenefitsof,50JointManagementBranch,19JointManagementFuturesproject,2,48,50judicialdecisionsanddecisionsofadministrative

tribunals,90JuniorRangerprograms,22

KKakaduFireManagementStrategy,39Kakaduhibiscus,44KakaduIndigenousrangersprogram,97KakaduNationalPark archaeologicalknowledgeandexpertise,42 assetmanagementpractices,84 BoardofManagement,8,23,25 andMaryRiverTourismDevelopmentPlan, 60 consultationwithtraditionalowners,88 crypticsawtoothshark,71 DiscoveryMonth,58 e-ticketingsystem,57,58 feralanimalcontrol,41 firemanagement,68 foxcontrol,68 andGreenArmy,74 illegalpighuntingactivities,95


Indigenouscontractorsandmaintenancework,49 Indigenousemployment,23,49 Indigenoustrainees,49 Indigenous-runsavannahburningproject,39 IntegratedFeralsteam,2 jointmanagement,22,48,87 managementplan,11,77 see alsoKakaduNationalParkManagementPlan

2016-26 marketingfortourism,65 andNationalSeedBank,39 onlineparkpasssales,64,84 recycling,146 seedbankingactivities,46 threatenedplantspeciesproject,69 andtouroperators,58,59 andtranslocations,15,40 ofnorthernquolls,14 virtualrealityfootageof,65,72 visitation/visitornumbers,58,72 visitorinfrastructure,62 weeds,2 WiFiat,59,65,72KakaduNationalParkCulturalHeritageStrategysee

An-garregen(KakaduNationalParkCulturalHeritageStrategy)

KakaduNationalParkManagementPlan2016-26,83KakaduThreatenedSpeciesStrategy2014-2024,39KakaduTourismMasterPlan,60KataTjutaduneviewingarea,61KataTjutapicnicarea,61Kenn Reef coralbleachingresearchon,41knowledgegaps,11,68Knowledge Management Strategy for Parks Australia

Environmental Information 2014-2016,69

Llandmanagementorganisations relationshipswith,75landbirdsurvey onPhillipIsland,43LearningandDevelopmentStrategy,82leasearrangements,3 withtraditionalowners,22,23letteroftransmittal,iLihouReef coralbleachingresearchon,41LihouReefSanctuaryZoneoftheCoralSea

CommonwealthMarineReserve illegalfishingin,95listedthreatenedandsignificantspecies,1,35–6Lister’sgeckos(Lepidodactylus listeri),39LiveCryptogramDisplay AustralianNationalBotanicGardensVisitor

InformationCentre,43long-nosedpotoroo,2,14,40

LordHoweCommonwealthMarineReserve commerciallong-linefishingin,95LuminousBotanicusII AustralianNationalBotanicGardens,63

MMcDonaldIslandsseeHeardIslandandMcDonald

IslandsMarineReserveMcIntosh,Myles courtdeterminationre,95Magentalillypilly,44mala(Lagorchestes hirsutus),15,34,38,44,45,71MaliganisEdwardsJohnson partnershipwithAustralianNationalBotanic

GardensreSummerSoundsconcertseries,72managementandaccountability,86–97managementplans,23,30,54,66,83–4,87,88,142 andecologicallysustainableuse,55,96,140,141,

144,147 marinereserves,2,10,30,41,54,55,76,78,81,

83–4 PuluKeeling,KakaduandBoodereeNationalParks,

11,77 terrestrialreserves,53,77,81,83–4 measurestakentominimiseeffectof activitiesonenvironment,142ManagementSafetyandAssuranceCommittee

(DepartmentoftheEnvironment),91marinebiodiscoveryactivities,73,75–6marinedebris,4,42MarineProtectedAreasBranch,19marinereservesseeCommonwealthmarinereservesmarinesculptures frommarinedebris,4marinewaste,4marketingcapability andvisitation,61marketingofparks,65marketingresearchseeadvertisingandmarketing

researchMaryRiverTourismDevelopmentPlan,60maskedboobies(Sula dactylatra),61MellishReef coralbleachingresearchon,41MermaidReefCommonwealthMarineReserve coralbleachingin,42MiddletonReef,90Mimosa pigra, 2MinisterforFinance andcorporateplan,1MinisterfortheEnvironment,8 andcorporateplan,1ministerialdirections,86MIX106.3 partnershipwithAustralianNationalBotanic

GardensreSummerSoundsconcertseries,72

157

modelAccountableAuthorityInstructions(DepartmentofFinance),82

Morgan,Anna,3 andexecutiveteam,19 andJointManagementFuturesproject,2multiplebenefitsfortraditionalowners,1 non-financialperformanceoverview,10 performanceagainstgoalsandobjectives,48–50 analysisofperformance,48–50 performancemeasurementcriterion,48 result,48 source,48Mundy,Jason,3,20 andexecutiveteam,19 andParksAustraliaProjectBoard,19Mutitjulucommunity and30thanniversaryofhandbackofUluru-Kata

Tjuta,51 andUluru-Kata TjutaNationalPark,23 andwaterconsumption,147MutitjuluCommunityAboriginalCorporation,51MutitjuluCommunityRangerprogram,97MutitjuluRangersscheme,23MutitjuluWaterhole,61

NNationalDinosaurMuseum andPrehistoricGardenTrailatAustralianNational

BotanicGardens,63NationalEnvironmentalResearchProgramme,67,68,

71NationalEnvironmentalScienceProgramme,41,67,68 ThreatenedSpeciesRecoveryHub,38NationalEnvironmentalScienceProgrammeHub

Directors,68NationalEnvironmentalScienceProgrammehubs,75NationalEnvironmentalScienceProgrammeMarine

BiodiversityHub partnershipwith,76NationalMarineScienceCommittee,41NationalScienceWeek,42 andPrehistoricGardenTrailatAustralianNational

BotanicGardens,63NationalSeedBank,39,40,43,53,68,69 collaborativeresearch,74 digitisationofcollections,70 andex situconservation,46,49 andKakaduNationalParkthreatenedplantspecies

project,69 researchagreementwithACTGovernment

reecologicalgerminationthresholdsofendangeredspeciesandcommunities,74

andtrainingfortraditionalownersandIndigenousrangersatKakaduNationalPark,43

NationalSpeciesList,70 ‘Taxonomy-as-a-Service’implementationoffor

biosecurityspeciesofinterest,70

nativeKangaroograss,74naturalmanagementincidents,52NatureFoundationSA,75NetPromoterScore(NPS)methodologyforpost-visit

surveys,56,57NewSouthWalesMagistratesCourtatPortMacquarie JamieGentlescase,94NightMoods AustralianNationalBotanicGardens,63non-financialperformanceoverview,10–11NorfolkIsland infrastructureimprovementsresafety,82NorfolkIslandboobookowl,44NorfolkIslandBotanicGardens,61NorfolkIslandCommonwealthMarineReserve tourismopportunitiesin,59NorfolkIslandgreenparrot(Cyanoramphus cookii),2,

15,38,40,44NorfolkIslandNationalPark,30 andGreenArmy,74 andNationalSeedBank,39 non-statutoryadvisoryorconsultativebodies,87 PhillipIslandnursery,40 seedbankingactivities,46 andtranslocations,15 visitornumbers,58NorfolkIslandNationalParkDiscoveryCentre,61NorfolkIslandTourism,58NorthCommonwealthMarineReservesNetwork,30 managementplan,10,78,84 andReefLifeSurvey,43northernquoll(Dasyurus hallucatus),2,14,40NorthernTerritoryGovernment consultationwith,88 andJabiru,62NorthernTerritoryLocalCourtatDarwin caseofJackO’ConnorandAlexanderChala,95 caseofmastersandcrewofVietnamesefishing

vessels,95NorthernTerritoryRangerAwardforOutstanding

EnvironmentalAchievement KakaduNationalParkIntegratedFeralsteam,2North-westCommonwealthMarineReservesNetwork,

30 coralbleachingmonitoringin,42 managementplan,10,78,84

OOceanShield andbeachclean-upatPuluKeelingNationalPark,

42OceanicShoalsMarineReserve andReefLifeSurvey,43O’Connor,Jack courtdeterminationre,95OfficeoftheAustralianInformationCommissioner,91


OlkolaIndigenousCorporation,75onlineaccesstoinformation,69,70 see alsoweb-basedvisitorandinterpretative

materialsonlinebookingsystem BoodereeNationalPark,61onlineinformationrefreedomofinformation,97onlineparkpasssales KakaduNationalPark,64,84onlineticketing BoodereeNationalPark,57operatingenvironment,34operationalplans,67,68organisationalchart,18organisationalsnapshot,iiorganisationalstructure,18–26Outcome1(DepartmentoftheEnvironment),31,86overviewofindividualterrestrialandmarine

Commonwealthreserves,136–8OxleyWildRiversBushBlitz,40

Ppaperusage,142,145,146ParksAustralia,8 andCommonwealthterrestrialandmarine

reserves,9 andDNPcorporateservices,86 executivemanagement,87 executiveteam,19 andindependentreviewofCommonwealth

marinereserves,2 operationalandcapitalfunds,13 organisationalchart,18 seniormanagementteam,21 staffingoverview,21–3 structure,19 vision,goalsandobjectives,32ParksAustraliaExecutiveBoard andperformancemonitoringplans,66,67ParksAustraliaIncidentRegister,52ParksAustraliaProjectBoard,19ParkSafe(WorkHealthandSafetyManagement

System),91–2Parliamentarycommittees,91ParliamentaryDocumentManagementSystem,79partnershipsandco-investments performanceagainstgoalsandobjectives,72–6 analysisofperformance,73–6 performancemeasurementcriterion,72 result,72–3 source,72partnershipsformarketingofparks,65partridgepigeon,2performancemonitoringplans,66,67permitfees,11philanthropicpartnership regerminationbiologyofspeciesofendangered

grassywoodlands,74

PhillipIsland infrastructureimprovementsresafety,82 landbirdsurvey,43 maskedboobies(Sula dactylatra),61PhillipIslandchaffytree(Achyranthes margaretarum),

40pigcontrol,41planningandreporting,68plantconservation,46–7Pomaderris delicata,15PortfolioAuditCommittee,88–9 andDNPdraftannualperformancestatement

(non-financialreporting),33PortfolioBudgetStatementfor2015-16,30–1 deliverables,19,30,33 DNPkeyoutcome,142 keyperformanceindicators,19,30 Outcome1,31 programmeobjectives,31 targets,86PotterFoundation donation,1 see alsoIanPotterFoundationNational

ConservatoryPrehistoricGardenTrail AustralianNationalBotanicGardens,63prescribedburningprogram Uluru-Kata TjutaNationalPark,41priceoutput,total,iiprinciplesofecologicallysustainabledevelopment,141 activitiesinaccordwith,141programmeobjectives,31ProjectManagementBoard,87Public Governance, Performance and Accountability Act

2013(PGPAAct) andannualperformancestatements,32,33 andcorporateplan,1,31 andDNP,8,86,88 andenhancedCommonwealthperformance

framework,30 obligationsunder,81,82 reportbyAuditor-Generalundersection43,91PublicGovernancePerformanceandAccountability

Rule 2014 andannualperformancestatements,33 andcorporateplan,1,31 andenhancedCommonwealthperformance

framework,30PublicManagementReformAgenda,82PuluKeelingNationalPark,30,34 beachclean-upat,42 managementplan,11,77 non-statutoryadvisoryorconsultativebodies,87 andtranslocationofbuffbandedrails,15,39

159

Qquandong(Santalum acuminatum),63QueenslandDistrictCourtatMaroochydore caseofMylesMcIntosh,95Quest-a-Game BushBlitzProgramand,42

Rrabbitcontrol andmala,34,38 onPhillipIsland,43Rangeruraniummine,62rangersseewardensandrangersrat control andgreenparrots,38recoveryplansforthreatenedplantspecies reviewof,69recreationalfishing prohibitiononinCodGroundsCommonwealth

MarineReserve,94recycling,146ReefLifeSurvey,41,43RegulatoryPerformanceFramework,34relatedentitytransactions,89researchandmonitoringtoestablishecological

baselines inCommonwealthmarinereserves,37,41–2research‘hubs’formarinebiodiversity,68researchpartnerships,73,74reservesseeCommonwealthreservesresilientplacesandecosystems,1 non-financialperformanceoverview,10 performanceagainstgoalsandobjectives,35–43 analysisofperformance,37–43 performancemeasurementcriterion,35,36 result,35–6,36 source,35,36ResourceManagementGuides(Departmentof

Finance),82responsiveorganisation performanceagainstgoalsandobjectives,77–84 analysisofperformance,81–4 performancemeasurementcriterion,77,78,79,

80,81 result,77,78,79,80,81 source,77,78,79,80,81revenuefromvisitors,2–3revenueinitiatives,11revenuepolicyframework,84RiskManagementFramework,89RiskManagementPolicy,89RoyalBotanicGardenSydney(NSW) andAustralianNationalBotanicGardens‘Saving

ThreatenedPlantSpecies’project,70RoyalBotanicGardensVictoria andAustralianNationalBotanicGardens‘Saving

ThreatenedPlantSpecies’project,70

SSaleofGoodsandServices,11Salmon,Matthew andJointManagementFuturesproject,2SaumarezReef coralbleachingresearchon,41‘SavingThreatenedPlantSpecies’project AustralianNationalBotanicGardens,38,70scienceactivities,67scientificresearchandmonitoringstrategy,draft,41Scullion,Nigel and30thanniversaryofhandbackofUluru-Kata

Tjuta,51SeasolpartnershipwithAustralianNationalBotanicGardens,

72seedbanking,46–7 see alsoNationalSeedBankSenecio macrocarpus,15seniormanagementteam,21ServiceDeliveryAgreement2013,82servicelevelagreements withWreckBayAboriginalCommunityCouncil,50Seselja,SenatorZed andIanPotterFoundationNationalConservatory

atAustralianNationalBotanicGardens,62Shorten,Bill and30thanniversaryofhandbackofUluru-Kata

Tjuta,51SimpsonDesertexpedition,75socialinclusion,97socialmedia,2,10,57,58SouthEastTrawlFishingIndustryAssociation pilotonlinetrainingcourseforcommercialfishers

operatinginSouth-eastCommonwealthMarineReservesNetwork,27

South-eastCommonwealthMarineReservesNetwork,30

communicationandeducationstrategyfor,76 pilotonlinetrainingcourseforcommercialfishers

operatingin,27,54 telephonesurveyofcommunitiesadjacenttore

communicationsin,54South-east Commonwealth Marine Reserves Network

Management Plan 2013-2023,76,78,84South-eastNetworkStakeholderForum,76South-eastTrawlFishingIndustryAssociation andCMRAlertService,55southernbrownbandicoot,2,14,40South-westCommonwealthMarineReservesNetwork,

30 andinformationremanagementarrangements,52 managementplan,10,78,84stafftraining,22staffing,ii overview,10,21–3


StandardOperatingProceduresforresearchmethodologies,71

standardisedoperationalplans,67stationaryenergyusage,144–5Stephen,SirNinian andtitledeedstoUluru-Kata Tjuta,49strategicassetmanagementstrategy,81,84streamlinedoperationalplanning,67Sultan,Dan and30thanniversaryofhandbackofUluru-Kata

Tjuta,51SummerSoundsconcertseries AustralianNationalBotanicGardens,59,63,72SunsetCinema AustralianNationalBotanicGardens,59SurfriderFoundation andCoralSeaCommonwealthMarineReserve

Voyage,4SydneyHarbourFederationTrust,88

TTachardiaephagus somervillei(microwasp) yellowcrazyantbio-controlagent,40Take3 andCoralSeaCommonwealthMarineReserve

Voyage,4TalinguruNyakunytjakuSunriseviewingarea and30thanniversaryofhandbackofUluru-Kata

Tjuta,51 WiFiat,61Tangaroa-Blue andCoralSeaCommonwealthMarineReserve

Voyage,4TasmanFractureCommonwealthMarineReserve,76TasmanianLandConservancy,75TasmanianParksandWildlifeService andpromotionofFreycinetCommonwealth

MarineReserve,76‘Taxonomy-as-a-Service’implementationoftheNational

SpeciesListforbiosecurityspeciesofinterest,70TemperateEastCommonwealthMarineReserves

Network,30 managementplan,10,78,84TerritoryWildlifePark ‘toadsmart’trainingprogramwithnorthern

quolls,14threatenedplantspecies,68,71 AustralianNationalBotanicGardens’‘Saving

ThreatenedPlantSpecies’project,38threatenedspecies,10,14,37,38–41,44–5 partnershipsre,73,74 see alsolistedthreatenedandsignificantspeciesThreatenedSpeciesCommissioner,1,37,44,75 see alsoAndrews,GregoryThreatened Species Conservation Act 1995(NSW),40

ThreatenedSpeciesRecoveryHub NationalEnvironmentalScienceProgramme,38threatenedspeciesrecoveryhubs,68ThreatenedSpeciesStrategy,38,44 andNationalSeedBank,46ThreatenedSpeciesStrategynationalparksrecovery

projects,15timelinessofresponsestoMinister,Government,

stakeholdersandthepublic,79titledeedstoUluru-Kata Tjuta,49,51touroperators,58–9tourismindustry consultationwith,88tourisminitiatives ExpressionofInterestprocess ChristmasIslandNationalPark,60,73 Uluru-KataTjutaNationalPark,61,73TourismNT,11 partnershipwith,65,72tourismopportunities inCommonwealthmarinereserves,59traditionalowners consultationwith,88 cultureandcountrybenefit,48 economicbenefit,3,48,49 andjointmanagement,22,23,48–50 andleasearrangements,22,23 andtitledeedstoUluru-Kata Tjuta,49,51 see alsomultiplebenefitsfortraditionalownerstraineesseeAboriginaltraineepositionstranslocations,14–15,34,38,40TripAdvisor,57tropicalfireantcontrol,42tropicalwaterqualityhubs,68typespecimensfromherbaria,70

UUluruparkaccessroad,61Uluru-Kata TjutaNationalPark assetmanagementpractices,84 BigUluruTrek,61 BoardofManagement,8,23,26,51 andcommercialtourismactivitiesand

experiences,61 buffelgrasscontrol,41 consultationwithtraditionalowners,88 ExpressionofInterestprocessretourism

initiatives,61,73 Indigenousemployment,23,49 Indigenoustrainees,49 jointmanagement,22,48,49,87 mala,38,45,71 marketingfortourism,65 andMutitjuluwastesitefacility,146 prescribedburningprogram,41

161

30thanniversaryofhandback,49,51,56 andtouroperators,58 andtranslocations,15 visitation/visitornumbers,58,72 visitorinfrastructure,61 WiFiat,59,61,65,72Uluru-Kata TjutaNationalParkCulturalCentre,61 and30thanniversaryofhandbackofUluru-Kata

Tjuta,51UNESCO andlistingofUluru-Kata TjutaNationalPark,51UnitedNations and30thanniversaryofhandbackofUluru-Kata

Tjuta,51UniversityofMelbourne andvisitorsurveyandcountingmethodologies,57UniversityofNewSouthWales andCoralSeaCommonwealthMarineReserve

Voyage,4Ure,DoreenMargaret,90 see also Doreen Margaret Ure v The

Commonwealth, the Director of National Parks (NSD343/2015andS52/2016)

Ure,PaulJoseph,90

Vviablepopulations partnershipsre,73,74Vietnamesefishingvessels courtdeterminationremastersandcrewof,95virtualexpeditionofthehighseas,5virtualrealityfootageofKakaduNationalPark,65,72‘virtualvisitors’,10visitation/visitornumbers,2,10,56,58,63,72 marketingcapabilityand,61visitorinfrastructure,61–2visitorsatisfaction,2visitorservicesexperts,2visitorsurvey,57visitors revenuefrom,2–3VolunteerBotanicalTrainingProgram,43volunteers,42,43

WWalpaGorgecarpark,61wardensandrangers,94WasteManagementGuidelinesforSmallCommunities

intheNorthernTerritory—WorkingTowardsBestPractice,146

wastereduction,142,146waterquality,147waterusage,147waysofworking

performanceagainstgoalsandobjectives,66–71 analysisofperformance,67–71 performancemeasurementcriterion,66,67 result,66,67 source,66,67web-basedvisitorandinterpretativematerials,146 see alsoonlineaccesstoinformationwebsites,10weeds,10,36 KakaduNationalPark,2WesselMarineReserve andReefLifeSurvey,43WestCapeYorkMarineReserve andReefLifeSurvey,43West,DrJudy,20,91 andDepartmentalworkhealthandsafety

committee,91 andexecutiveteam,19,91 andParksAustraliaProjectBoard,19white-throatedgrasswren,44WiFi AustralianNationalBotanicGardens,59 KakaduNationalPark,59,65,72 Uluru-Kata TjutaNationalPark,59,61,65,72Wilson,Sammy,26workhealthandsafety,82–3,91–4 initiativesandoutcomes,92 injuries,92 safetyincidents,83,93 andinvestigations,94Work Health and Safety Act 2011,91 Schedule1,Part3reincidentnotification,94 Section36definitionofseriousinjuryorillness,94WorkHealthandSafetyCommittee,91workhealthandsafetycommittees,local,91Work,HealthandSafetyincidents,19workerInjuries,92workforceplanning,81,82WorkingonCountryprogram andKakaduIndigenousrangersprogram,97workplacehazards,92WreckBayAboriginalCommunityCouncil outsourcingtobyBoodereeNationalPark,97 servicelevelagreementswith,50WreckReef coralbleachingresearchon,41

Yyellowcrazyant(Anoplolepis gracilipes) bio-controlagentTachardiaephagus somervillei

(microwasp),40


Additional photo credits

Cover: Whaleshark,ChristmasIsland–©WondrousWorldImages Leafunderside–Bushblitz Hermitcrab–ParksAustralia Greatfrigatebird,ChristmasIsland–©WondrousWorldImages Maskedboobies,CoralSea–ParksAustralia EggsoftheCocosbuff-bandedrail–ParksAustralia Indigenousbasket,Kakadu–ParksAustralia FredBaird,Kakaduranger–ParksAustralia Indigenousartefacts,Kakadu–ParksAustralia Beakedgecko,Uluru–ParksAustralia CampersinKakadu–©TourismNT Giantclam,Cocos–ParksAustraliaPagevii: Indigenousbasketweaving,Kakadu–ParksAustraliaPageviii: Indigenousbasketweaving,Kakadu–ParksAustraliaPage6: SCUBAdiveroverreefnearChristmasIsland–©JustinGilliganPage7: Anemones–©JustinGilliganPage16: SarahSukroo,Ulururanger–faunasurvey–ParksAustraliaPage17: WongaiNingaui,Uluru–ParksAustraliaPage28: ReleasingalongnosedpotorooatBooderee–ParksAustraliaPage29: OutfoxedpresentationtovisitorsatBooderee–ParksAustraliaPage35: JimJimFalls,Kakadu–ParksAustraliaPage48: Indigenousartefacts,Kakadu–ParksAustraliaPage52: Schooloffish–ParksAustraliaPage56: NourlangieRock,Kakadu–©TourismNTPage66: Faunasurvey,Booderee–©AtaglancephotographyPage72: Preparingforreleaseofsouthernbrownbandicoots–ParksAustraliaPage77: Officemanagement–ParksAustraliaPage85: TheRedCentreGardenattheANBGduringtheEnlightenfestival–ParksAustraliaPage98: Coconutcrab,ChristmasIsland–©WondrousWorldImagesPage99: Bluecrab,ChristmasIsland–©WondrousWorldImagesPage135: Caley’sgrevillea–ParksAustralia

Maps: EnvironmentalResourcesInformationNetwork

Map data sourcesDepartmentoftheEnvironment(2014):CollaborativeAustralianProtectedAreasDatabase(CAPAD) DepartmentoftheEnvironment(2014):Australia’snetworkofCommonwealthMarineReserves GeoscienceAustralia(2006):AustralianMaritimeBoundaries(AMB)v2.0

Indexer:BarryHowarth

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Director of National Parks - Department of the Environment · The Director of National Parks Annual Report 2015-16 by the Director of National Parks is licensed under a Creative